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Reasons Behind Economy Collapse in Kurdistan Region

‫وزاد ھﺎدی‬‫ﻧ‬

‫وەى ﻧﺮﺧﻰ ﺑﺎزاڕ‬‫م ﮐﺮدﻧ‬‫ ﺑﺎرەى ﮐ‬‫ﮏ ﻟ‬‫ﺳ‬‫ر ﮐ‬‫ھ‬ ‫ﺖ‬‫ﺖ ﺳﺰا دەدر‬‫ﺑ‬‫ﮐﺎن ﻧ‬‫ﻨﻤﺎﯾﯿ‬‫ﻧﺪى ڕ‬‫ﭘﺎﺑ‬

N A L L U G E E H M C O T H E HE

K I L S L FEE

DESIGN BY: BEHZAD HAKIM

TC

‫ﺑﯚ‬ ‫ﻓﺮۆ‬

‫ﺷﺘﻦ ﻧ‬ NOT FOR SALE ISSUE 04 JAN/FEB 2016

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‫ﻣﺠﻤﻮﻋﺔ ﺷﺮﻛﺎت ﻗﻴﺲ اﻟﺮاوي و اوﻻده‬ ‫اﻟﻮﻛﻼء اﻟﻮﺣﻴﺪون ﻓﻲ اﻟﻌﺮاق ﻟﺸﺮﻛﺔ ﻓﻮﻛﺲ‬

‫ﻣﻊ ﻓﻮﻛﺲ‬ ‫ﺳﻮﺑﺮ ﺳﻴﻦ اﻟﻤﺎﻧﻲ‬ ‫ﺗﺴﺘﻄﻴﻊ ان ﺗﻘﻄﻊ‬ ‫اﻛﺜﺮ ﻣﻦ ‪ 10,000‬ﻛﻢ‬ ‫‪Erbil - Iraq - Mobile: +964 750 686 2 493 E-mail: ahmadalrawi-fuchs.com‬‬

‫ﻣﺮﻛﺰ ﺧﺪﻣﺎت ﻓﻮﻛﺲ‬ ‫ﻏﺴﻞ اﻟﺴﻴﺎرات‬ ‫ﻛﻞ ﺧﻤﺲ ﻣﺮات ﺗﻐﻴﺮ زﻳﺖ ﻧﺤﺼﻞ ﻋﻠﻰ اﻟﺴﺎدﺳﻪ ﻣﺠﺎﻧﺎ‬ ‫ﻣﻊ ﻛﻞ ﺣﻤﺎم ﻣﺘﻜﺎﻣﻞ ﻧﺤﺼﻞ ﻋﻠﻰ ﺑﻮﻟﺶ ﻣﺠﺎﻧﻰ‬ ‫ﻛﻞ ﺧﻤﺲ ﻣﺮات ﻏﺴﻞ ﺗﺤﺼﻞ ﻋﻠﻰ اﻟﺴﺎدﺳﻪ ﻣﺠﺎﻧﺎ‬ ‫ﻋﻨﺪ دﺧﻮﻟﻚ ﻣﺮﻛﺰ ﺧﺪﻣﺎت ﻓﻮﻛﺲ ﺗﺤﺼﻞ ﻋﻠﻰ ﻧﺎﻳﺘﺮوﺟﻴﻦ ﻣﺠﺎﻧﻰ‬ ‫ﺧﺼﻢ )‪ (٪٢٥‬ﻟﻠﺸﺮﻛﺎت ﻓﻲ ﺣﺎل اﻟﺘﻌﺎﻗﺪ ﻣﻊ اﻟﺸﺮﻛﻪ‬ ‫ﺋ‪‬ﮔ‪‬ر )‪ (٥‬ﺟﺎر ڕووﻧﻰ ﺋﯚﺗﯚﻣﺒ‪‬ﻠ‪‬ﮐ‪‬ت ﺑﮕﯚڕی‪ ،‬ﺷ‪‬ﺷ‪‬م ﺟﺎر ﺑ‪ ‬ﺧﯚڕاﯾﯽ دەﺑ‪‬ﺖ‪.‬‬ ‫ﺷﯚردﻧ‪‬ﮑﻰ ﺗ‪‬واو‪ ،‬ﭘﯚﻟﯿﺸﮑﺮدﻧﻰ ﺋﯚﺗﯚﻣﺒﯿﻠ‪‬ﮐ‪‬ت ﺑ‪ ‬ﺧﯚڕاﯾﯽ دەﺑ‪‬ﺖ‪.‬‬ ‫ﺋ‪‬ﮔ‪‬ر )‪ (٥‬ﺟﺎر ﺋﯚﺗﯚﻣﺒ‪‬ﻠ‪‬ﮐ‪‬ت ﺑﺸﯚرﯾﺖ )ﻏﺴﻞ( ﺷ‪‬ﺷ‪‬م ﺟﺎر ﺑ‪ ‬ﺧﯚڕاﯾﯽ دەﺑ‪‬ﺖ‪.‬‬ ‫ﻟ‪ ‬ﮐﺎﺗﻰ ھ‪‬ر ﺳ‪‬رداﻧ‪‬ﮑﺖ ﺑﯚ ﺧﺰﻣ‪‬ﺗﮕﻮزارﯾﯿ‪‬ﮐﺎﻧﻰ )ﻓﯚﮐﺲ( ﻧﺎﯾﺘﺮۆﺟﯿﻨ‪‬ﮏ ﺑ‪ ‬ﺧﯚڕاﯾﯽ‪.‬‬ ‫)‪ (٢٥٪‬داﺷﮑﺎﻧﺪن ﺑﯚ ﺋ‪‬و ﮐﯚﻣﭙﺎﻧﯿﺎﯾﺎﻧ‪‬ی ﮐ‪ ‬ﮔﺮ‪‬ﺒ‪‬ﺳﺘﯿﺎن ﻟ‪‬ﮔ‪‬ڵ )ﻓﯚﮐﺲ( ھ‪‬ﯾ‪.‬‬

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‫‪4‬‬

‫‪JAN/FEB 2016‬‬

‫ﺋﺎﺑﻮرى ﮐﻮردﺳـــــﺘﺎن‬

‫‪WE HELP YOU TO START UP YOUR BUSINESS‬‬

‫‪economy‬‬ ‫‪e‬‬

‫ﻟ‪ ‬ﻧ‪‬ﻮان ﺗ‪‬ﻧﮕﮋە و ﺑﻮژاﻧﺪﻧ‪‬وەدا‬

‫‪economymagazine‬‬ ‫‪The same thing but different‬‬

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‫‪Reasons Behind‬‬ ‫‪Economy Collapse‬‬ ‫‪in Kurdistan Region‬‬

‫ﻧ‪‬وزاد ھﺎدی‬

‫ھ‪‬ر ﮐ‪‬ﺳ‪‬ﮏ ﻟ‪ ‬ﺑﺎرەى ﮐ‪‬م ﮐﺮدﻧ‪‬وەى ﻧﺮﺧﻰ ﺑﺎزاڕ‬ ‫ﭘﺎﺑ‪‬ﻧﺪى ڕ‪‬ﻨﻤﺎﯾﯿ‪‬ﮐﺎن ﻧ‪‬ﺑ‪‬ﺖ ﺳﺰا دەدر‪‬ﺖ‬

‫‪E GULLAN E‬‬ ‫‪TCHE TCFHEELS LIKE HOM‬‬

‫ﺷﺘﻦ ﻧ‪‬‬

‫ﺑﯚ‬ ‫ﻓﺮۆ‬

‫ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳــــــــﺘﺎن ﻟ‪ ‬دواى ڕوﺧﺎﻧﻰ ڕژ‪‬ﻤﻰ ﺑ‪‬ﻋﺲ ﺑ‪‬‬ ‫ﺧ‪‬ﺮاﯾ‪‬ﮐﻰ زۆر ﮔ‪‬ﺷ‪‬ى ﮐﺮدوو و ﺑ‪‬رەو ﭘ‪‬ﺸـــ‪‬وە ﻟ‪ ‬ﮔﺸـــﺖ‬ ‫ﺑﻮارەﮐﺎﻧﺪا ھ‪‬ﻧﮕﺎوى ﻧﺎ‪ ،‬ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ﺗـــﻰ ﻟ‪ ‬ڕووى ﺋﺎﺑﻮرﯾ‪‬وە‪ ،‬ﺑ‪‬‬ ‫ﺟﯚر‪‬ﮏ ﭘ‪‬ﯾﻮەﻧﺪى ﺋﺎﺑﻮرى ﻟ‪‬ﮔ‪‬ڵ ﭼ‪‬ﻧﺪﯾﻦ و‪‬ﺗــــﻰ زﻟﮫ‪‬ــــﺰ‬ ‫دروﺳـــــــــــــﺖ ﮐﺮد و ھ‪‬ﻣﻮو ﺋ‪‬و و‪‬ﺗﺎﻧ‪ ‬وەﮐﻮ دەو‪‬ﺗ‪‬ﮑﻰ‬ ‫ﺳـــ‪‬رﺑ‪‬ﺧﯚ ﻣﺎﻣ‪‬ﻟ‪‬ﯾﺎن ﻟ‪‬ﮔ‪‬ڵ ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳــــﺘﺎن ﮐﺮد و‬ ‫ﭼ‪‬ﻧﺪﯾﻦ ﮐﯚﻣﭙﺎﻧﯿﺎى ﺑﻮارى وەﺑ‪‬رھ‪‬ﻨﺎﻧﯿﺎن ﻟ‪ ‬ھ‪‬ر‪‬ﻤــــــــــﻰ‬ ‫ﮐﻮردﺳـــــــــﺘﺎﻧﺪا داﻣ‪‬زراﻧﺪ‪ ،‬ﺑﯚ ﺋ‪‬وەى ﺑ‪‬ﺷــــــــــﺪار ﺑﻦ ﻟ‪‬‬ ‫ﺋﺎوەداﻧﮑﺮدﻧ‪‬وەى ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳـــــــﺘﺎن‪،‬ﺑ‪‬م ﻧﺎﺣ‪‬زان و‬ ‫ﺑ‪‬رﭘﺮﺳﺎﻧﻰ ﺣﮑﻮﻣ‪‬ﺗﻰ ﻧﺎوەﻧﺪ ﭼﺎوﯾﺎن ﺑ‪ ‬ﭘ‪‬ﺸــــﮑ‪‬وﺗﻨ‪‬ﮐﺎﻧﻰ‬ ‫ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳـــــﺘﺎن ھ‪‬ﻨ‪‬ھﺎت و ھ‪‬ر ﺟﺎرە و ﺑ‪ ‬ﺑﯿﺎﻧﻮوى‬ ‫ﺟﯚراو ﺟﯚر ﮔﺮﻓﺘﯿﺎن ﻟ‪‬ﺑ‪‬ردەم ﭘ‪‬ﺸــــــﮑ‪‬وﺗﻨ‪‬ﮐﺎﻧﺪا دروﺳﺖ‬ ‫دەﮐﺮد‪ .‬ﺳــ‪‬رەﺗﺎى دەرﮐ‪‬وﺗﻨﻰ ﻗ‪‬ﯾﺮاﻧﻰ دارﯾﯽ و ﺋﺎﺑﻮرى ﻟ‪‬‬ ‫ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳــــــــــﺘﺎن دەﮔ‪‬ڕ‪‬ﺘ‪‬وە ﺑﯚ ﺳــــــــــ‪‬ردەﻣﻰ‬ ‫ﻓ‪‬رﻣﺎﻧ‪‬ەواﯾ‪‬ﺗﻰ ﻣﺎﻟﯿﮑﻰ ﮐ‪ ‬ﻟ‪ ‬ﺳــــ‪‬رەﺗﺎى ﺳـــــﺎ‪‬ﻰ ‪٢٠١٤‬‬ ‫ﺑﻮدﺟ‪ ‬و ﻣﻮﭼ‪‬ى ﺧ‪‬ﻟﮑﻰ ﮐﻮردﺳــﺘﺎﻧﻰ ﺑ‪‬ى و ﺳــﺰاى ﺋﺎﺑﻮرى‬ ‫ﺑ‪‬ﺳــ‪‬ر ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳــﺘﺎﻧﺪا ﺳــ‪‬ﭘﺎﻧﺪ‪ ،‬ﻟ‪‬وەش ﻗﻮرﺳـــﺘﺮ‬ ‫داﺑ‪‬زﯾﻨـﻰ ﻧـﺮﺧـﻰ ﻧ‪‬وت ﻟ‪ ‬ﺟﯿﮫﺎﻧﺪا ﮐﺎرﯾﮕ‪‬رى زۆر ﺧــﺮاﭘــﻰ‬ ‫ﺑ‪‬ﺳ‪‬ر ﺋﺎﺑﻮرى ﮐﻮردﺳﺘﺎن ﺟ‪‬ﮫ‪‬ﺸــــــــﺖ و ﭼ‪‬ﻧﺪﯾﻦ ﭘ‪‬ۆژەى‬ ‫ﺧﺰﻣ‪‬ﺗﮕﻮزارى ﺑ‪‬م ھﯚﯾ‪‬وە وەﺳـﺘ‪‬ﻨﺮان‪ .‬ﮔﯚﭬﺎرى ﺋﯿﮑﯚﻧﯚﻣﻰ‬ ‫ﻣ‪‬ﮔ‪‬زﯾﻦ ﻣ‪‬ﺑ‪‬ﺳـــﺘﯿ‪‬ﺗﻰ ﻟ‪ ‬ڕ‪‬ﮕ‪‬ى ﮐ‪‬ﺳــــﺎﻧﻰ ﺷــــﺎرەزا و‬ ‫ﻣﺎﻣﯚﺳﺘﺎﯾﺎﻧﻰ زاﻧﮑﯚﮔﺮﻧﮕﺘﺮﯾﻦ ﺋ‪‬و زاﻧﯿﺎرﯾﯿﺎﻧ‪ ‬دەﺳﺖ ﻧﯿﺸﺎن‬ ‫ﺑﮑﺎت ﮐ‪ ‬دەﺑـﻨ‪ ‬ھﯚى ﺑﻮژاﻧﺪﻧ‪‬وەى ﺋﺎﺑﻮرى‪ ،‬ﻟ‪ ‬ھ‪‬ﻣﺎن ﮐﺎﺗﺪا‬ ‫ﺋﺎﻣﺎﻧﺠﻰ ﺋ‪‬وەﯾ‪ ‬ھﺎﻧﻰ ﺑﺰﻧﺴــــــﻤﺎن و ﮔ‪‬ورە ﺳ‪‬رﻣﺎﯾ‪‬داران‬ ‫ﺑﺪات ڕۆﻟﯿﺎن ھ‪‬ﺑ‪‬ﺖ ﻟ‪ ‬ﺋﺎوەداﻧﮑـــــــــــــــــــﺮدﻧ‪‬وەى و‪‬ت‬ ‫وﺗ‪‬ﭙ‪‬ڕاﻧﺪﻧﻰ ﺋ‪‬م ﻗ‪‬ﯾﺮاﻧ‪‬ﯾ‪.‬‬

‫‪ISSUE‬‬

‫‪NOT‬‬ ‫‪FOR‬‬ ‫‪SALE‬‬

‫‪ISSUE 04 JAN/FEB 2016‬‬

‫‪COVER SHOOT‬‬ ‫‪ARE SWAR‬‬ ‫‪BY TCHE TCHE GULLAN‬‬ ‫‪PHOTOGRAPHED AT ECONMYMAGAZINE‬‬ ‫‪MANAGING PARTNERS:‬‬ ‫‪BehzadHakim & BehnadIbrahim‬‬ ‫‪CONCESSIONAIRE:‬‬ ‫‪BEHNAD IBRAHIM‬‬ ‫‪EDITOR IN CHIEF:‬‬ ‫‪KAMI KAMAL‬‬ ‫‪CREATIVE DIRECTOR / DESIGN:‬‬ ‫‪BEHZAD HAKIM‬‬ ‫‪REVIEWS EDITOR:‬‬ ‫‪MUHAMMED JAMAL‬‬ ‫‪SALES & ADVERTISING:‬‬ ‫‪BEHNAD IBRAHIM‬‬ ‫‪MARKETING & DISTRIBUTION:‬‬ ‫‪Behzad Hakim‬‬ ‫‪PHOTOGRAPHER:‬‬ ‫‪PSHTEWAN JAF AND ARE SWAR‬‬ ‫‪FACEBOOK: ECONOMYMAGAZINE‬‬ ‫‪TWITTER: @ECONOMYMAGAZINE‬‬ ‫‪EMAIL: INFO@ECONOMYMAGAZINE.NET‬‬

‫‪06 l ECONOMY MAGAZINE JAN/FEB 2016‬‬

content !!‫ﯾ‬‫ﻮەﺑﺮدﻧﯽ ﮐﺎرا ھ‬‫ر‬‫ ﺑ‬‫ﻮﯾﺴﺘﻤﺎن ﺑ‬‫ﭘ‬

46 How to write a good Reference

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5 Things to know about doing business in Istanbul

‫ﻣﺎی‬‫ﮔﺮﻧﮕﺘﺮﯾﻦ ﺑﻨ‬ ‫ ﺑﯿﺰاﻧﯿﻦ‬‫ دەﺑ‬‫ﺋﺎﺑﻮری ﮐ‬

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AMAZON CEO

JEFFBEZOS

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THE KING OF ONLINE SHOPPING

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‫ﮐﺮدﻧﯽ‬ ‫ﮐﺮدﻧﯽ‬ ‫ﮐﺮدﻧﯽ‬ ‫ﮐﺮدﻧﯽ‬

‫داﺑﯿﻦ‬ ‫داﺑﯿﻦ‬ ‫داﺑﯿﻦ‬ ‫داﺑﯿﻦ‬

‫ﮐﻮرﺗ‪‬ﯾ‪‬ک ﻟ‪ ‬ژﯾﺎﻧﻨﺎﻣ‪‬ی ﻧ‪‬وزاد ھﺎدى‪:‬‬ ‫ﻟ‪ ‬ﺳــﺎ‪‬ﻰ ‪ ١٩٦٣‬ﻟ‪ ‬ﺷــﺎرى ھ‪‬وﻟ‪‬ﺮ ﻟ‪ ‬داﯾﮏ ﺑﻮوە و ﺧﻮ‪‬ﻨﺪﻧﻰ ﺳــ‪‬رەﺗﺎﯾﯽ و ﺋﺎﻣﺎدەﯾﯽ ﻟ‪ ‬ھ‪‬وﻟ‪‬ﺮ‬ ‫ﺗ‪‬واو ﮐﺮدووە‪ ،‬ھ‪‬روەھﺎ ﻟ‪ ‬ﺳـــﺎ‪‬ﻰ ‪ ١٩٨٧‬ﺑ‪‬واﻧﺎﻣ‪‬ى ﺑ‪‬ﮐﺎﻟﯚرﯾﯚﺳــــﻰ ﻟ‪ ‬ﺋ‪‬ﻧﺪازﯾﺎرى ﮐﺎرەﺑﺎ ﻟ‪‬‬ ‫زاﻧﮑﯚى ﺳ‪‬ﻻﺣ‪‬دﯾﻦ وەرﮔﺮﺗﻮوە‪.‬‬ ‫ﻧﺎوﺑﺮاو ﻟ‪ ‬ﺳـــﺎ‪‬ﻰ ‪ ١٩٩٢‬ﺗﺎ ﺳـــﺎ‪‬ﻰ ‪ ١٩٩٦‬ﻟ‪ ‬ﻣ‪‬ﮐﺘ‪‬ﺑﻰ ﻧﺎوەﻧﺪى ڕاﮔ‪‬ﯾﺎﻧﺪﻧﻰ ﭘﺎرﺗﻰ دﯾﻤﻮﮐﺮاﺗﻰ‬ ‫ﮐﻮردﺳـﺘﺎن وەک ﺋ‪‬ﻧﺪازﯾﺎر‪‬ﮏ ﻟ‪ ‬ﺋ‪‬ﺰﮔ‪‬ى دەﻧﮕﻰ ﮐﻮردﺳـﺘﺎﻧﻰ ﻋ‪‬ﺮاق و ﺗ‪‬ﻟ‪‬ﭬﺰﯾﯚﻧﻰ ﮐﻮردﺳـﺘﺎن‬ ‫ﮐﺎرى ﮐﺮدووە و ﻟ‪ ‬ﺳـــﺎ‪‬ﻰ ‪ ٢٠٠٤‬وەک ﭘﺎر‪‬ﺰﮔﺎرى ھ‪‬وﻟ‪‬ﺮ دەﺳـــﺖ ﺑ‪‬ﮐﺎرﺑﻮوە و دواﺗﺮ ﻟ‪ ‬ﺳـــﺎ‪‬ﻰ‬ ‫‪ ٢٠٠٥‬ﻟ‪ ‬ھ‪‬ﺒﮋاردﻧﻰ ﺋ‪‬ﻧﺠﻮوﻣ‪‬ﻧﻰ ﭘﺎر‪‬ﺰﮔﺎﮐﺎﻧﻰ ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳـﺘﺎن‪ ،‬وەک ﭘﺎر‪‬ﺰﮔﺎرى ھ‪‬وﻟ‪‬ﺮ‬ ‫ھ‪‬ﺒﮋ‪‬ﺮدرا و ﺗﺎ ﺋ‪‬ﺴﺘﺎش ﻟ‪ ‬ﭘﯚﺳﺘ‪‬ﮐ‪‬ﯾﺪا ﺑ‪‬ردەواﻣ‪.‬‬

‫‪08 l ECONOMY MAGAZINE JAN/FEB 2016‬‬

‫ﭼﺎوﭘ‪‬ﮑ‪‬وﺗﻦ‬

‫ﻧ‪‬وزاد ھﺎدی‬

‫ھ‪‬ر ﮐ‪‬ﺳ‪‬ﮏ ﻟ‪ ‬ﺑﺎرەى ﮐ‪‬م ﮐﺮدﻧ‪‬وەى ﻧﺮﺧﻰ ﺑﺎزاڕ‬ ‫ﭘﺎﺑ‪‬ﻧﺪى ڕ‪‬ﻨﻤﺎﯾﯿ‪‬ﮐﺎن ﻧ‪‬ﺑ‪‬ﺖ ﺳﺰا دەدر‪‬ﺖ‬ ‫ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳــــﺘﺎن ڕۆژ ﻟ‪ ‬دواى ڕۆژ ڕووﺑ‪‬ڕووى ﻗ‪‬ﯾﺮاﻧﻰ داراﯾﯽ و‬ ‫ﺋﺎﺑﻮرى دەﺑ‪‬ﺘ‪‬وە و ﻟ‪ ‬ﻣﺎوەى دوو ﺳـــــﺎ‪‬ﻰ ڕاﺑﺮدوو ﺑ‪ ‬ﺧﺮاﭘﺘﺮﯾﻦ دۆﺧﺪا‬ ‫ﺗ‪‬ﭙ‪‬ڕﯾﻮە‪ ،‬ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ﺗﻰ دواى ﺋ‪‬وەى ﺣﮑﻮﻣ‪‬ﺗﻰ ﻧﺎوەﻧﺪ ﻣﻮﭼ‪ ‬و ﺑ‪‬ﺷـــــ‪‬‬ ‫ﺑﻮدﺟ‪‬ى ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳــــــﺘﺎﻧﻰ ﺑ‪‬ى و ﺋﺎﺑﻠﯚﻗ‪‬ى ﺋﺎﺑﻮرى ﺑ‪‬ﺳــــــ‪‬ر‬ ‫ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳﺘﺎن ﺳ‪‬ﭘﺎﻧﺪ‪،‬ﺑﯚﯾ‪ ‬دواى ﭼ‪‬ﻧﺪﯾﻦ داﻧﯿﺸـــﺘﻦ و ﮔﻔﺘﻮﮔﯚ‬ ‫ﻟ‪ ‬ﻧ‪‬ﻮان ﺣﮑﻮﻣ‪‬ﺗﻰ ھ‪‬ر‪‬ﻢ و ﻧﺎوەﻧﺪ ‪ ،‬ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳـــﺘﺎن ﻟ‪ ‬ﻣﺎﻧﮕﻰ‬ ‫)‪ (٦‬ى ﺳـــﺎ‪‬ﻰ ڕاﺑﺮدوو ﺑ‪‬ﯾﺎرى ﻓﺮۆﺷــــﺘﻨﻰ ﻧ‪‬وﺗﻰ ﺧﯚﯾﺪا ﺑ‪ ‬ﺷــــ‪‬ﻮەى‬

‫ﭘﺎر‪‬ﺰﮔﺎری ھ‪‬وﻟ‪‬ﺮ‪ :‬ڕﯾﻨﻤﺎﯾﯽ و ﺑ‪‬ﯾﺎرەﮐﺎن ﻟ‪‬‬ ‫ﺑﺎرەی ﮐ‪‬م ﮐﺮدﻧ‪‬وەی ﻧﺮﺧﯽ ﮐﺮ‪‬ﯽ ﺧﺎﻧﻮو‬ ‫ﭘ‪‬ﯾﻮەﺳﺘ‪ ‬ﺑ‪ ‬ﺋ‪‬ﻧﺠﻮﻣ‪‬ﻧﯽ وەزﯾﺮاﻧ‪‬وە‬ ‫ﺳ‪‬رﺑ‪‬ﺧﯚ‪ ،‬ﺑ‪‬م ﻗ‪‬ﯾﺮاﻧ‪‬ﮑﻰ ﺗﺮى ﺋﺎﺑﻮرى ﮐ‪ ‬ﭘ‪‬ﯾﻮەﺳﺖ ﺑﻮو ﺑ‪ ‬ھ‪‬ﻣﻮو‬ ‫ﺟﯿﮫﺎﻧ‪‬وە‪ ،‬ﺋ‪‬وﯾﺶ داﺑ‪‬زﯾﻨـﻰ ﻧــﺮﺧــﻰ ﻧ‪‬وت ﺑﻮو‪ ،‬ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ﺗــﻰ ﺑﯚ ﺋ‪‬م‬ ‫و‪‬ﺗﺎﻧ‪‬ى ﮐ‪ ‬ﭘﺸﺖ ﺑ‪ ‬داھﺎﺗﻰ ﻧ‪‬وت دەﺑ‪‬ﺳﺘﻦ ﮐﺎرﯾﮕ‪‬رى ﺧﺮاﭘﻰ ﺑﯚﯾﺎن‬ ‫ﺑ‪ ‬ﺟ‪‬ﮫ‪‬ﺸــــــــــــﺖ‪ ،‬ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳﺘﺎﻧﯿﺶ ﺑ‪ ‬ھﯚى داﺑ‪‬زﯾﻨﻰ ﻧﺮﺧﻰ‬ ‫ﻧ‪‬وﺗ‪‬وە دﯾﺴﺎن ڕووﺑ‪‬ڕووى ﮐ‪‬ﺸ‪‬ﯾ‪‬ﮐﻰ ﺗﺮى ﺋﺎﺑﻮرى ﺑﯚوە و ﻧ‪‬ﯾﺘﻮاﻧﻰ‬ ‫ﻣﻮﭼ‪‬ى ﻓ‪‬رﻣﺎﻧﺒ‪‬ران داﺑﯿﻦ ﺑﮑﺎت‪،‬ﺑﯚﯾ‪ ‬ﻧﺎﭼﺎر ﺑﻮو ﺑ‪‬ﺷـــ‪‬ﮏ ﻟ‪ ‬ﻣﻮﭼ‪‬ى‬ ‫ﻓ‪‬رﻣﺎﻧﺒ‪‬ران ﭘﺎﺷ‪‬ﮐ‪‬وت ﺑﮑﺎت و ﻟ‪ ‬ﺑ‪‬راﻣﺒ‪‬ر ﺋ‪‬وەﺷﺪا ﭘ‪‬ﻮﯾﺴــــﺖ ﺑﻮو‬ ‫ھﺎوﺳـــ‪‬ﻧﮕﯿ‪‬ک ﻟ‪ ‬ﻧ‪‬ﻮان ﻣﻮﭼ‪‬ى ﻓ‪‬رﻣﺎﻧﺒ‪‬ران و ﻧﺮﺧﻰ ﺷــــﺘﻮﻣ‪‬ک ﻟ‪‬‬ ‫ﺑﺎزاڕدا دروﺳﺖ ﺑﮑﺎت و ھ‪‬ﻣﻮو ﭘﺎر‪‬ﺰﮔﺎﮐﺎﻧﻰ ﺳ‪‬رﭘﺸــــــــــــــﮏ ﮐﺮد ﻟ‪‬‬ ‫ﭘ‪‬ﮑﮫ‪‬ﻨﺎﻧﻰ ﻟﯿﮋﻧ‪‬ﯾ‪‬ک ﺑﯚ ﭼﺎود‪‬ﺮﯾﮑﺮدن و ﮐ‪‬م ﮐﺮدﻧ‪‬وەى ﻧـﺮﺧـﻰ ﺑﺎزاڕ‪،‬‬ ‫ﺑﯚ ﺋ‪‬م ﻣ‪‬ﺑ‪‬ﺳـــــــﺘ‪‬ش ﻧ‪‬وزاد ھﺎدى ﭘﺎر‪‬ﺰﮔﺎرى ھ‪‬وﻟ‪‬ﺮ‪ ،‬ھﺎوﮐﺎت ﮐ‪‬‬ ‫ﺳـــ‪‬رۆﮐﻰ ﻟﯿﮋﻧ‪‬ى ﭘ‪‬ﺪاﭼﻮوﻧ‪‬وەى ﻧﺮﺧﻰ ﺑﺎزاڕە ﻟ‪ ‬ﭼﺎوﭘ‪‬ﮑ‪‬وﺗﻨ‪‬ﮑﺪا ﺑﯚ‬ ‫ﮔﯚﭬﺎرى )ﺋﯿﮑﯚﻧﯚﻣــــــﻰ ﻣ‪‬ﮔ‪‬زﯾﻦ( ڕاﯾﮕ‪‬ﯾﺎﻧﺪ‪ ":‬ﻟ‪‬ﮔ‪‬ڵ ﭘﻼﻧ‪‬ﮐﺎﻧـــــــﻰ‬ ‫ﺋ‪‬ﻧﺠﻮﻣ‪‬ﻧﻰ وەزﯾﺮاﻧﻰ ﺣﮑﻮﻣ‪‬ﺗﻰ ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳـــﺘﺎن ﻟﯿﮋﻧ‪‬ﯾ‪‬ﮐﻤﺎن‬ ‫ﭘ‪‬ﮑﮫ‪‬ﻨﺎ ﺑﯚ ﭘ‪‬ﺪاﭼﻮوﻧ‪‬وە ﺑ‪ ‬ﻧﺮﺧﻰ ﺑﺎزاڕ‪ ،‬ﺋ‪‬و ﻟﯿﮋﻧ‪‬ﯾ‪ ‬ﺳـــ‪‬رﭘ‪‬رﺷــــﺘﻰ‬ ‫ﺗ‪‬واوى ﭘﺎر‪‬ﺰﮔﺎى ھ‪‬وﻟ‪‬ﺮ دەﮐﺎت ﺑ‪ ‬ﺳ‪‬رﺟ‪‬م ﻗ‪‬زا و ﻧﺎﺣﯿ‪‬ﮐﺎﻧﯿﺸــ‪‬وە‪،‬‬ ‫ﻟﯿﮋﻧ‪‬ﮐ‪ ‬ﺗﺎﯾﺒ‪‬ت ﺑﻮو ﺑ‪‬و ﺑﺎرودۆﺧ‪‬ى ﺋ‪‬ﺴـﺘﺎى ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳﺘﺎن‪ ،‬ﺑﯚ‬

‫ﺋ‪‬وەى ﺑﺘﻮاﻧﯿﻦ ﭼﯚن ﮐﯚﻧﺘ‪‬ۆﻟﻰ ﺋ‪‬م ﻗ‪‬ﯾﺮاﻧ‪ ‬ﺑﮑ‪‬ﯾﻦ و ھﺎوﺳـــ‪‬ﻧﮕﯿ‪‬ک‬ ‫ﻟ‪ ‬ﻧ‪‬ﻮان ﮐ‪‬م ﮐــــــــﺮدﻧ‪‬وەى ﻣﻮﭼ‪‬ى ﻓ‪‬رﻣﺎﻧﺒ‪‬ران و ﺋ‪‬و ﺑﺎﺑ‪‬ﺗ‪‬ى ﮐ‪‬‬ ‫ﭘ‪‬ﯾﻮەﺳـﺘ‪ ‬ﺑ‪ ‬ﺑﮋ‪‬ﻮى ژﯾﺎﻧﻰ ھﺎو‪‬ﺗﯿﺎن دروﺳـﺖ ﺑﮑ‪‬ﯾﻦ‪ ،‬ﻟﯿﮋﻧ‪‬ﮐ‪‬ش ﻟ‪‬‬ ‫ﺋ‪‬ﺴــــــﺘﺎدا دەﺳﺘﻰ ﺑ‪ ‬ﮐﺎرەﮐﺎﻧﻰ ﺧﯚى ﮐﺮدووە و ﺑ‪‬ردەواﻣﯿﺸـــــــ‪ ‬ﻟ‪‬‬ ‫ﭼﺎود‪‬ﺮﯾﮑﺮدﻧﻰ ﺑﺎزاڕ‪.‬‬ ‫ﻧ‪‬وزاد ھﺎدى دە‪‬ﺖ‪ ":‬ﺋ‪‬و ﻟﯿﮋﻧ‪‬ﯾ‪ ‬ھﯿﭻ ﻣﺎوەﯾ‪‬ک ﯾﺎﺧﻮد ھﯿﭻ ﮐﺎﺗ‪‬ﮑﻰ‬ ‫ﺑﯚ دﯾﺎرى ﻧ‪‬ﮐــﺮاوە‪ ،‬واﺗﺎ ﺋ‪‬و ﻟﯿــﮋﻧ‪‬ﯾ‪ ‬ﺑ‪ ‬ﭘ‪‬ـــﻰ ﺑﺎرودۆﺧ‪‬ﮐ‪ ‬ﺑ‪‬ردەوام‬ ‫دەﺑ‪‬ﺖ ﻟ‪ ‬ﭼﺎود‪‬ﺮﯾﮑﺮدﻧﻰ ﺑﺎزاڕ و ﮐ‪‬م ﮐﺮدﻧ‪‬وەى ﻧﺮﺧ‪‬ﮐﺎن‪ ،‬دەﺷــ‪‬ﺖ"‬ ‫دواى دەﺳﺘﻨﯿﺸــــــﺎﻧﮑﺮدﻧﻰ ﺋ‪‬و ﻟﯿﮋﻧ‪‬ﯾ‪ ‬ﺟﯚر‪‬ﮏ ﻟ‪ ‬ﮔﯚڕاﻧﮑﺎرى ﺑ‪‬ﺳ‪‬ر‬ ‫ﻧﺮﺧﻰ ﺷـﺘﻮﻣ‪‬ک ﻟ‪ ‬ﺑﺎزاڕدا ھﺎﺗﻮوە‪ ،‬ﺟﮕ‪ ‬ﻟ‪‬وەش ﻟ‪‬ﮔ‪‬ڵ ﺳـ‪‬رھ‪‬ﺪاﻧﻰ‬ ‫ﻗ‪‬ﯾﺮاﻧﻰ داراﯾﯽ و ﺋﺎﺑﻮرى ﻟ‪ ‬ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳــــﺘﺎن ﺑﺎزاڕەﮐﺎن ﺟﯚر‪‬ﮏ‬ ‫ﮐﺰى ﭘ‪‬ﻮە دﯾﺎرە و ﻧﺮﺧ‪‬ﮐﺎن ﻟ‪ ‬ﺧﯚﯾﺎﻧ‪‬وە ﺷـــﮑﺎون‪ ،‬ﭼﻮﻧﮑ‪ ‬ﺑ‪‬ھﯚى ﺋ‪‬م‬ ‫ﻗ‪‬ﯾﺮاﻧ‪‬وە ﺧﻮاﺳـــﺖ ﻟ‪‬ﺳــــ‪‬ر ﮐ‪‬ل و ﭘ‪‬ﻟ‪‬ﮐﺎن ﮐ‪‬م ﺑﯚﺗ‪‬وە‪ ،‬ھ‪‬روەھﺎ‬ ‫ﮔﻮﺗــــــــــــﻰ" ھ‪‬ر ﮐ‪‬س و ﻻﯾ‪‬ﻧ‪‬ﮏ ﯾﺎﺧﻮد ﺑﺎزرﮔﺎﻧ‪‬ﮐﺎن ﺋ‪‬ﮔ‪‬ر ﺑ‪‬ﺖ و‬ ‫ﭘﺎﺑ‪‬ﻧﺪى ڕ‪‬ﻨﻤﺎﯾﯿ‪‬ﮐﺎﻧــــــﻰ ﺣﮑﻮﻣ‪‬ﺗــــــﻰ ھ‪‬ر‪‬ﻢ ﻧ‪‬ﺑﻦ ﻟ‪ ‬ﺑﺎرەى ﮐ‪‬م‬ ‫ﮐﺮدﻧ‪‬وەى ﻧﺮﺧ‪‬ﮐﺎن و ھﺎوﺳــــ‪‬ﻧﮕﻰ ﺑﺎزاڕ‪ ،‬ﺋ‪‬وا ﺑ‪ ‬ﭘ‪‬ﻰ ﯾﺎﺳــــﺎ ﺳــــﺰا‬ ‫دەدر‪‬ﻦ‪.‬‬ ‫ﺳـــــ‪‬ﺑﺎرەت ﺑ‪ ‬ﮐﺮ‪‬ﻰ ﺧﺎﻧﻮو ﭘﺎر‪‬ﺰﮔﺎرى ھ‪‬وﻟ‪‬ﺮ وﺗﻰ‪ ":‬ﮐ‪‬م ﮐﺮدﻧ‪‬وەى‬ ‫ﻧﺮﺧﻰ ﮐﺮ‪‬ﻰ ﺧﺎﻧﻮو ﭘ‪‬ﯾﻮەﺳﺘ‪ ‬ﺑ‪ ‬ﺋ‪‬ﻧﺠﻮﻣ‪‬ﻧﻰ وەزﯾﺮاﻧ‪‬وە و ﭘ‪‬ﻮﯾﺴـــﺘ‪‬‬ ‫ڕ‪‬ﻨﻤﺎﯾﯿ‪‬ﮐﺎن و ﺑ‪‬ﯾﺎرەﮐﺎن ﻟ‪ ‬ﺳـــ‪‬رۆﮐﺎﯾ‪‬ﺗﻰ ﺋ‪‬ﻧﺠﻮﻣ‪‬ﻧﻰ وەزﯾﺮان ﻟ‪‬م‬ ‫ﺑﺎرەﯾ‪‬وە دەرﺑﭽﻦ‪ ،‬ﻟ‪ ‬ﺑﺎرەى ﭘ‪‬ۆژەﮐﺎﻧﻰ ﻧﯿﺸـــــﺘ‪‬ﺟ‪‬ﺒﻮوﻧﯿﺶ ﺋﺎﺷﮑﺮاى‬ ‫ﮐﺮد" ﻟ‪ ‬ﻣﺎوەى ڕاﺑﺮدوو ﻟ‪ ‬ﭘﺎر‪‬ﺰﮔﺎى ھ‪‬وﻟ‪‬ﺮ )‪ (١٥٠٠‬ﺷــــــــــــــﻮﻗ‪‬ى‬ ‫ﻧﯿﺸــــــﺘ‪‬ﺟ‪‬ﺒﻮوﻧﻤﺎن ﺑ‪‬ﺳ‪‬ر ھﺎو‪‬ﺗﯿﺎن داﺑ‪‬ش ﮐﺮدووە‪ ،‬ﺷﻮﻗ‪‬ﮐﺎﻧﯿﺶ‬ ‫ﺧﯚی ﻟ‪ ‬ﺧﯚﯾﺪا ھــــــﻰ ﺣﮑﻮﻣ‪‬ت ﺑﻮون‪ ،‬ھ‪‬روەھﺎ زۆر‪‬ﮏ ﻟ‪‬و ﭘــــــ‪‬ۆژە‬ ‫ﻧﯿﺸـــﺘ‪‬ﺟ‪‬ﯿﺎﻧ‪ ‬ﺗﺎﮐﻮ ﺋ‪‬ﺴـــﺘﺎ ﺗ‪‬واو ﻧ‪‬ﮐﺮاون‪ ،‬ﺋ‪‬واﻧﯿﺶ ﭘ‪‬ﯾﻮەﺳﺘﻦ ﺑ‪‬و‬ ‫ﻗ‪‬ﯾﺮاﻧ‪ ‬ﺋﺎﺑﻮرﯾﯿ‪‬وە ﮐ‪ ‬ڕووﺑ‪‬ڕووى ھ‪‬ر‪‬ﻤﻰ ﮐﻮردﺳــــﺘﺎن ﺑﻮوﻧ‪‬ﺗ‪‬وە‪،‬‬ ‫دەﺷــ‪‬ﺖ" ﺑﯚ داھﺎﺗﻮو زۆر ﭘ‪‬ۆژەى ﺗﺮﻣﺎن ﻟ‪ ‬ﺑﻮارى ﺟ‪ ‬ﺑ‪‬ﺟ‪‬ﮑﺮدﻧﺪان‪،‬‬ ‫ﺑ‪‬م ﺋ‪‬واﻧﯿﺶ ﺑ‪‬ھﯚى ﺋ‪‬و ﻗ‪‬ﯾــــﺮاﻧ‪‬وە ڕاﮔﯿـــــﺮاون‪ ،‬ھ‪‬ﻣﻮو ﺋ‪‬ﻣﺎﻧ‪‬‬ ‫ﭘ‪‬ﯾﻮەﻧﺪﯾﯿﺎن ﺑ‪ ‬ﻗ‪‬ﯾﺮاﻧـﻰ داراﯾـﯽ و ﺋﺎﺑﻮرﯾﯿ‪‬وە ھ‪‬ﯾ‪ ،‬ھ‪‬ر ﮐﺎﺗ‪‬ﮏ ﺋ‪‬و‬ ‫ﻗ‪‬ﯾﺮاﻧ‪ ‬ﮐﯚﻧﺘ‪‬ۆﻟ‪ ‬ﮐﺮا‪ ،‬دەﺳـﺖ ﺑ‪ ‬ﭘ‪‬ۆژەﮐﺎﻧﻤﺎن دەﮐ‪‬ﯾﻨ‪‬وە و داﺑ‪‬ﺷــﻰ‬ ‫ﺳـــ‪‬ر ھﺎو‪‬ﺗﯿﺎن دەﮐ‪‬ﯾﻦ‪ ،‬ﺋ‪‬ﻣ‪‬ش ﺧﯚى ﻟ‪ ‬ﺧﯚﯾﺪا ﮐﺎرﯾﮕ‪‬رى ﻟ‪‬ﺳـــ‪‬ر‬ ‫ﻧﺰم ﺑﻮوﻧ‪‬وەى ﮐﺮ‪‬ﻰ ﺧﺎﻧﻮو دەﺑ‪‬ﺖ‪.‬‬ ‫ﭼﺎوﭘ‪‬ﮑ‪‬وﺗﻦ‪ :‬ﻣﺤ‪‬ﻣ‪‬د ﺟ‪‬ﻣﺎل‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 09‬‬

‫‪SANGAR ABDULRAHMAN‬‬ ‫‪BIRTHDAY- JULY 30 1980‬‬

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‫ﺳ‪‬ﻧﮕ‪‬ر ﻋ‪‬ﺑﺪوﻟ‪‬ەﺣﻤﺎن ﺑ‪ ‬ﺷﺎﻧﺎزﯾ‪‬وە ڕوداو زۆر ﺷﺘﻰ ﻣﻨﻰ ﮔﯚڕى و ﻧﺎوﺑﺎﻧﮕﻰ زۆرى ﭘﺂ ﺑ‪‬ﺧﺸﯿﻢ‬

‫ﺳ‪‬ﻧﮕ‪‬ر ﻋ‪‬ﺑﺪوﻟ‪‬ەﺣﻤﺎن ﯾ‪‬ﮐ‪‬ﮑ‪ ‬ﻟ‪ ‬ﺳ‪‬رﮐ‪‬وﺗﻮوﺗﺮﯾﻦ ﭘ‪‬ﯾﺎﻣﻨ‪‬ﺮەﮐﺎن ﻟ‪‬ﺳ‪‬ر ﺋﺎﺳﺘﻰ ﮐﻮردﺳﺘﺎن ﺑ‪ ‬ﮔﺸﺘﻰ و ﻟ‪ ‬ﺳﺎ‪‬ﻰ ‪ ١٩٨٠‬ﻟ‪ ‬ھ‪‬ﺑﺠ‪‬ى‬ ‫ﺷ‪‬ھﯿﺪ ﻟ‪ ‬داﯾﮏ ﺑﻮوە‪ ،‬ﺋ‪‬ﺴﺘﺎ ﻟ‪ ‬ﺷﺎرى ھ‪‬وﻟ‪‬ﺮ دەژى و ﺧ‪‬ﺰاﻧﺪارە و ﺧﺎوەﻧﻰ ﮐﻮڕ و ﮐﭽ‪‬ﮑ‪ ‬ﺑ‪ ‬ﻧﺎوى ﺋ‪‬ژى و ﺋﺎﻧﯿﺎ‪.‬‬ ‫ﺳـ‪‬ﻧﮕ‪‬ر ﺑ‪‬ﺷـﻰ ڕاﮔ‪‬ﯾﺎﻧﺪﻧﻰ ﻟ‪ ‬زاﻧﮑﯚى ﺳـﻠ‪‬ﻤﺎﻧﻰ ﺗ‪‬واو ﮐﺮدووە و ﻟ‪ ‬ﺳـﺎ‪‬ﻰ ) ‪ ( ٢٠٠٢‬ﻟ‪ ‬ھ‪‬ﻓﺘ‪‬ﻧﺎﻣ‪‬ى ﺟ‪‬ﻣﺎوەر دەﺳــﺘﻰ ﺑ‪ ‬ﮐﺎرى ڕاﮔ‪‬ﯾﺎﻧﺪن‬ ‫ﮐﺮدووە‪ ،‬دەﺷ‪‬ﺖ ڕوداو زۆر ﺷﺘﻰ ﺑ‪ ‬ﻣﻦ ﺑ‪‬ﺧﺸـــﻰ‪ ،‬واى ﮐﺮد ﺑ‪ ‬ﺑ‪‬وا ﺑ‪‬ﺧﯚ ﺑﻮﻧ‪‬ﮑﻰ زۆرەوە دەﺳﺖ ﺑ‪ ‬ﮐﺎرى ﺗﯿﭭﻰ ﺑﮑ‪‬م‪ ،‬ﭼﻮﻧﮑ‪ ‬ﯾ‪‬ﮐ‪‬م ﺟﺎر‬ ‫ﻟ‪‬و ﮐ‪‬ﻧﺎﻟ‪‬دا دەﺳــــــﺘﻢ ﺑ‪ ‬ﮐﺎرى ﭘ‪‬ﯾﺎﻣﻨ‪‬ﺮى ﻟ‪ ‬ﺗﯿﭭﻰ ﮐﺮد‪ ،‬ﺑﯚﯾ‪ ‬زۆر ﺷــــــﺎﻧﺎزى ﺑ‪‬و ﺗ‪‬ﻟ‪‬ﻓﺰﯾﯚﻧ‪ ‬دەﮐ‪‬م‪ ،‬ﺑ‪‬ھﯚى ﺋ‪‬و ﻧﺎوﺑﺎﻧﮕﯿ‪‬ى ﮐ‪ ‬ﺑ‪ ‬ﻣﻨﻰ‬ ‫ﺑ‪‬ﺧﺸـــــــــــــــــﻰ‪ .‬ھ‪‬روەھﺎ ﮔﻮﺗﻰ زۆر زۆر د‪‬ﺨﯚﺷﻢ و ﮐﺎرەﮐ‪‬ﻣﻢ زۆر ﺧﯚش دەو‪‬ﺖ‪ ،‬ﺳ‪‬رەڕاى ﺋ‪‬وەى ﮐ‪ ‬زۆر ﺳ‪‬رﻗﺎ‪‬ﻢ و ﻣﺎﻧﺪوش دەﺑﻢ‪ ،‬ﻟ‪‬‬ ‫ھ‪‬ﻣﺎن ﮐﺎﺗﺪا ﺑ‪‬ھﯚى ﮐﺎرەﮐ‪‬م ڕۆژاﻧ‪ ‬ﮐﺎﺗﻢ ﮐ‪‬م داﻧﺎوە ﺑﯚ ﻣﺎڵ و ﻣﻨﺪا‪‬ﻢ‪ ،‬ﺑ‪‬م ھ‪‬رﮔﯿﺰ ﺑﯿﺮم ﻟ‪ ‬ﺟ‪‬ﮫ‪‬ﺸـــــــــــﺘﻨﻰ ﻧ‪‬ﮐﺮدۆﺗ‪‬وە‪ ،‬ﭼﻮﻧﮑ‪‬‬ ‫ڕوداوم ﺧﯚش دەو‪‬ﺖ‪ .‬ﺳ‪‬ﻧﮕ‪‬ر ﺳ‪‬ﺑﺎرەت ﺑ‪ ‬ﮐﺎﺗ‪ ‬ﺧﯚش و ﻧﺎﺧﯚﺷ‪‬ﮐﺎﻧﻰ ﻟ‪ ‬ﮐﺎرى ﻣﯿﺪﯾﺎﯾﯿﺪا وﺗﻰ‪ :‬ﺋ‪‬و ﮐﺎﺗﺎﻧ‪ ‬ﺑﯚ ﻣﻦ زۆر ﺧﯚﺷـﻦ ﮐ‪ ‬ﺑ‪‬ﺷـﺪارى‬ ‫ﻟ‪ ‬ڕوﻣﺎڵ ﯾﺎن ﮐﺎر‪‬ﮑﻰ ﮔ‪‬ورە دەﮐ‪‬م‪ ،‬ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ﺗﻰ ڕوﻣﺎ‪‬ﮑﺮدﻧﻰ ﺷ‪‬ڕى ﺋﺎزاد ﮐﺮدﻧ‪‬وەى ﻣ‪‬ﺧﻤﻮر و ڕوﻣﺎ‪‬ﻰ ﺳ‪‬رداﻧﻰ ﮐﺎک ﻣ‪‬ﺳﻌﻮد ﺑﺎرزاﻧﻰ ﺑﯚ‬ ‫ﺋ‪‬ﻧﻘ‪‬رە‪ ،‬ھﺎوﮐﺎت ﮔﻮﺗﯿﺸـــــــــــــــــــــــــــــــﻰ ﻧﺎﺧﯚﺷﺘﺮﯾﻦ ﮐﺎﺗ‪‬ﮐﺎﻧﻢ ﻟ‪ ‬ﻣﺎوەى ﮐﺎرى ﻣﯿﺪﯾﺎﯾﯿﺪا ﺋ‪‬و ﮐﺎﺗﺎﻧ‪‬ن ﮐ‪ ‬ﮐﺎر‪‬ﮏ ﯾﺎن ڕاﭘﯚرﺗ‪‬ﮑﻢ ﺳ‪‬رﻧﺎﮔﺮێ‪.‬‬ ‫ﺳ‪‬ﻧﮕ‪‬ر ﻋ‪‬ﺑﺪوﻟ‪‬ەﺣﻤﺎن ﻟ‪ ‬دوا وە‪‬ﻣﻰ ﭘﺮﺳﯿﺎرەﮐﺎﻧﺪا دە‪‬ﺖ زۆر ﺳـ‪‬رﺳـﺎﻣﻢ ﺑ‪ ‬ﺋﺎﮐﯚ ﻣﺤ‪‬ﻣ‪‬د ﺑ‪‬ڕ‪‬ﻮەﺑ‪‬رى دەزﮔﺎى ﻣﯿﺪﯾﺎﯾﯽ ڕوداو‪ ،‬ﭼﻮﻧﮑ‪‬‬ ‫ﺑ‪ ‬ڕاﺳﺘﻰ ﺋ‪‬و ڕۆژﻧﺎﻣ‪‬ﻧﻮﺳ‪ ‬و واﻧ‪‬ى زۆر ﮔ‪‬ورەى ﻟ‪ ‬ﻓ‪‬ﺮﺑﻮوم‪.‬‬ ‫ﺋﺎﻣﺎدەﮐﺮدﻧﯽ‪ :‬ﻣﺤ‪‬ﻣ‪‬د ﺟ‪‬ﻣﺎل‬ ‫‪10 l ECONOMY MAGAZINE JAN/FEB 2016‬‬

‫ژﻣﺎرەى داﻧﯿﺸــﺘﻮاﻧﻰ ﮔﯚى زەوى ھ‪‬ﻣﯿﺸــ‪ ‬ﻟ‪ ‬زﯾﺎد ﺑﻮوﻧ‪ ،‬ﺋ‪‬و ژﻣﺎرە زۆرەى داﻧﯿﺸــﺘﻮاﻧﻰ ﮔﯚى‬ ‫زەوى ﻧﺰﯾﮑ‪‬ى ‪ ٧‬ﻣﻠﯿﺎر ﮐ‪‬س دەﺑ‪‬ﺖ‪ ،‬ﺋ‪‬و ‪ ٧‬ﻣﻠﯿﺎر ﮐ‪‬ﺳ‪‬ش ﭘ‪‬ﻮﯾﺴــﺘﻰ ﺑ‪ ‬ﮐﺎر دەﺑ‪‬ﺖ‪ ،‬ﺑﯚ ﺋ‪‬وەى‬ ‫ﺑــــــﮋ‪‬ﻮى ژﯾﺎﻧـــــــﻰ ڕۆژاﻧ‪‬ى ﺧﯚى ﭘ‪‬ﯾﺪا ﺑﮑﺎت و ﺑﺘﻮاﻧ‪‬ﺖ ﻟ‪ ‬ژﯾﺎﻧﺪا ﺑ‪‬ردەوام ﺑ‪‬ﺖ‪ ،‬ھﯿﭻ ﮐﺎر و‬ ‫داﻣ‪‬زراوەﯾ‪‬ﮐﯿﺶ ﻧﺎﺗﻮاﻧ‪‬ﺖ ﺋ‪‬وەﻧﺪە ﺑ‪‬ﮐﺎرﺑ‪‬رى ھ‪‬ﺑ‪‬ﺖ ﮐ‪ ‬زﯾﺎﺗﺮ ﺑ‪‬ﺖ ﻟ‪ ‬ژﻣﺎرەى داﻧﯿﺸــﺘﻮاﻧﻰ‬ ‫ﮔﯚى زەوى‪ ،‬ﮐ‪‬واﺗ‪ ‬ﺋ‪‬و ژﻣﺎرە زۆرەى داﻧﯿﺸـــﺘﻮان ﻟ‪‬ﺳ‪‬ر ڕووى ﮔﯚى زەوى ڕۆژاﻧ‪ ‬ﭼﻰ دەﮐ‪‬ن و‬ ‫ﭼﯚن دەژﯾﻦ؟ ﻟ‪ ‬ﺧﻮارەوە ژﻣﺎرەى داﻧﯿﺸــــــــﺘﻮاﻧﻰ ﮔﯚى زەوى ﺑ‪ ‬ﭘ‪‬ﻰ ﺗ‪‬ﻣ‪‬ﻧﯿﺎن و ﺟﯚرى ﮐﺎر و ﺧﺰﻣ‪‬ﺗﮑﺮدن‬ ‫داﺑ‪‬ش دەﮐ‪‬ﯾﻦ ﺑﯚ‪:‬‬

‫‪ ٤٠٠‬ﻣﻠ‪‬ﻮن‬ ‫ﺧﺰﻣ‪‬ﺗﮑﺮدن‬ ‫‪ ٤٣٠‬ﻣﻠﯿﻮن‬ ‫ﻟ‪ ‬ﮐﺎر ﮐ‪‬وﺗﻮن‬ ‫‪ ٧٧٥‬ﻣﻠﯿﻮن ﮐ‪‬س‬ ‫زﯾﺎﺗﺮ ﻟ‪ ٦٤ ‬ﺳﺎل‬ ‫ﺗ‪‬ﻣ‪‬ﻧﯿﺎن ھ‪‬ﯾ‪‬‬

‫‪ ١،٩‬ﻣﻠﯿﺎر‬ ‫ﺗ‪‬ﻣ‪‬ﻧﯿﺎن ﻟ‪ ١٥ ‬ﺳﺎل‬ ‫ﮐ‪‬ﻣﺘﺮە‬

‫‪٧‬‬

‫ﻣﻠﯿﺎرد ﮐ‪‬س‬

‫‪ ٨٠٠‬ﻣﻠ‪‬ﻮن‬ ‫ﻟ‪ ‬ﮐﺎرﮔ‪ ‬ﺋﯿﺶ دەﮐ‪‬ن‬

‫‪١،٤‬ﻣﻠﯿﺎر ﺑ‪ ‬ﮐﺎری‬ ‫ﮐﺸﺘﻮﮐﺎﻟﯽ ﺧ‪‬رﯾﮑﻦ‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 11‬‬

‫ﭼﯽ دەﮐ‪‬ن ﻟ‪ ‬ﺳ‪‬ر زەوی؟‬

‫‪ ١،٧‬ﻣﻠﯿﺎر‬ ‫ﺋﯿﺶ دەﮐ‪‬ن ﻟ‪‬‬ ‫ﺧﺰﻣ‪‬ﺗﮕﻮزاری‬

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5

Things to Know About Doing Business in Istanbul

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As a bridge between Europe and Asia, the Turkish city has more to offer globally minded entrepreneurs than breathtaking sights and a rich history.

ou might not think of Istanbul as a startup hub to rival the likes of Silicon Valley or Tel Aviv, but there's a reason the city has been dubbed the Digital Bosphorus: Its e-commerce niche is growing rapidly, with players like Yemek Sepeti getting plenty of attention. The online food ordering platform has raised approximately $47 million in funding, from investors like the New York City-based private equity firm General Atlantic and Endeavor Catalyst. The company now has more than 3.5 million registered users all over Turkey and the Middle East and North Africa (MENA) region, through a second site it operates called FoodOnClick.com.

Critically located at the intersection of Europe and Asia, it's little wonder that Istanbul made Inc.'s shortlist of the top "Global Cities of the Future." Considering the city's geographic advantages, among other attributes, it's more than conceivable that you could find yourself en route to Turkey soon. Before you make the trek, here are a handful of things to know about Istanbul's burgeoning startup scene:

14 l ECONOMY MAGAZINE JAN/FEB 2016

1. The cost of living is lower than you'd expect.

Unlike some of the world's more notable e-hubs--think New York City or London--Istanbul's cost of living and average income is relatively low. Just ask Peri Kadaster, the director of marketing and strategy at Istanbul-based mobile software company Monitise. After relocating to Istanbul from San Francisco in 2013, she calls the difference "night and day," with Istanbul offering businesses a "huge talent [and] cost arbitrage opportunity."Good news for travelers on a budget: There are plenty of affordable restaurants in Istanbul that fuse the best of Eastern and Western cuisine. And if you find yourself with an afternoon to spare, you can book a seat on a Bosphorus cruise for less than $50, with views of historic sights like the Hagia Sophia or the Blue Mosque in the Old City.

2. The population is young, smart, and social media savvy.

Kadaster was shocked when her 11-year-old Turkish cousin informed her that "Facebook is for old people." The comment, said Kadaster, points to an important trend: Half of the Turkish populace (roughly 75 million people) is under the age of 30, and individuals are well connected to the internet. Turkey is one of the most active markets for Twitter.

To wit, even when the microblogging site was blocked during the country's latest political election, people continued to tweet, according to NBC News.

5. Women are making progress.

Kadaster used to live and work in the bro-centric culture of Silicon Valley. In Istanbul, by contrast, she says, "Every room I'm in, there's basically a mix of men and women." That may have something to do with the gender ratio at Turkish universities: 54 percent of students are women, according to Didem Altop, Endeavor Turkey's female co-founder. "There's a really unique role for women to play in the entrepreneurship scene," she added, especially given that "women are looking for more mission-driven careers.”

6. Venture capital is growing.

While the venture capital scene in Turkey is relatively nascent, it's growing fast. There are approximately 10 homegrown VC firms in Istanbul alone, which each make an average of six investments per year, Endeavor's Altop told Inc. Kadaster, when asked about the VC landscape in Istanbul, perhaps said it best: "No matter where you are, good ideas will always get capital."

3. There's plenty of engineering talent.

There are several universities in Istanbul that are churning out technical talent for startups, including Yildiz Technical University and Istanbul Technical University, which is ranked No. 165 in the world out of 400, on the basis of excellence in teaching, research, citations, industry income, and international outlook. Other schools, like Bahcesehir University, are opening up branches in New York City and Silicon Valley, thus giving students access to potential investors and networking opportunities.

BY ZOE HENRY Reporter, Inc.@ZoeLaHenry

4. Turkish culture is still warming up to entrepreneurship.

Turks tend to be more risk averse than Americans, according to Kadaster. She grew up in the U.S. but would frequently visit family in Istanbul before she made the move there herself. Still, it's important to remember that the Turkish startup scene is young: It's only about eight years old, with just five acquisitions of startups to date, according to the nonprofit global entrepreneurship support organization Endeavor. Endeavor's Turkish branch has helped grow companies like Yemek Sepeti, Monitise, and Peak Games, a global mobile gaming site, into multimillion-dollar ventures since Endeavor Turkey was founded in 2006.

JAN/FEB 2016 ECONOMY MAGAZINE l 15

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‫‪TECHNOLOGY‬‬

‫ﭼﯚﻧﯿﻪﺗﯽ ھﻪ‪‬ﺒﮋاردﻧﯽ ژﻣﺎره ﺗﻪﻟﻪﻓﯚﻧ‪‬ﮑﯽ ﺟﻮان و ﺋﺎﺳﺎن ﺑﯚ ﮐﯚﻣﭙﺎﻧﯿﺎﮐﻪت‬ ‫ﮐﺎﺗ‪‬ﮏ ﺑﯚ ﮐﯚﻣﭙﺎﻧﯿﺎﮐ‪‬ت ﺑﻪ ﻣﻪﺑﻪﺳــــــــﺘﯽ ﭘﻪﯾﻮهﻧﺪی ﭘ‪‬ﻮهﮐﺮدﻧﯽ ﮐ‪‬ﯾﺎرهﮐﺎﻧﺘﻪوه ژﻣﺎرەﯾﻪﮐﯽ ﺗ‪‬ﻟ‪‬ﻓﻮن ھ‪‬ﺪەﺑﮋ‪‬ﺮی ‪ ،‬ﮐﺎر‪‬ﮑﯽ ژﯾﺮاﻧ‪‬ﯾ‪ ‬ﮐﻪ ژﻣﺎرەﯾ‪‬ک‬ ‫ھ‪‬ﻟﺒﮋ‪‬ﺮ‪‬ﺖ ﮐﻪ ﮐ‪‬ﯾﺎرەﮐﺎﻧﺖ ﺑ‪‬ﺋﺎﺳــــــــﺎﻧﯽ ﺑ‪‬ﺑﯿﺮﯾﺎن ﺑ‪‬ﺘ‪‬وە‪ .‬ﭼﻮﻧﮑ‪ ‬ﮐﺎﺗ‪‬ﮏ ﻟ‪‬رﯾﮑﻼﻣﻪﮐﺎﻧﺪا ژﻣﺎرەی ﭘﻪﯾﻮهﻧﺪی ﮐﯚﻣﭙﺎﻧﯿﺎﮐﻪت ﻟﻪ ﺗﻪﻟﻪﭬﺰﯾﯚن دەﺑﯿﻨﻦ‬ ‫ﯾﺎن ﻟ‪ ‬راد‪‬ﯚ دەﺑﯿﺴــﺘﻦ ﯾﺎﺧﻮد ﻟ‪ ‬ﺳ‪‬ر ﻣﺎ‪‬ﭙ‪‬ر‪‬ﮑﯽ ﺗﯚڕی ﮐﯚﻣ‪‬ﯾ‪‬ﺗﯿﻪوه دەﯾﺨﻮ‪‬ﻨﯿﻨ‪‬وە‪ ،‬ﺷﺎﻧﺴـــﯽ ﺋ‪‬وە زﯾﺎﺗﺮە ﮐ‪ ‬ﭘ‪‬ﯾﻮەﻧﺪی ﺑ‪ ‬ﺗﯚە ﺑﮑ‪‬ن ﻧ‪‬وەک‬ ‫ﺑ‪ ‬ﮐﯚﻣﭙﺎﻧﯿﺎﯾ‪‬ﮐﯽ ﺗﺮی رﮐﺎﺑ‪‬رت ﭼﻮﻧﮑﻪ ژﻣﺎرهﮐﻪی ﺗﯚﯾﺎن ﻟﻪ ﺑﯿﺮ ﻣﺎوه و ڕاﺳﺘﻪوﺧﯚ ﻓﮑﺮﯾﺎن ﺑﯚ ﮐﯚﻣﭙﺎﻧﯿﺎﮐﻪی ﺗﯚ دهﭼ‪‬ﺖ ﻟﻪ ﮐﺎﺗﯽ ﭘ‪‬ﻮﯾﺴﺘﺪا‪.‬‬ ‫ﺑ‪‬ﺷ‪‬ﻮاز‪‬ﮑﯽ ﮔﺸــــــــــــــــــــــــﺘﯽ ﻣﺮۆڤ دەﺗﻮاﻧﯿﺖ ﻟ‪‬ﯾ‪‬ک ﮐﺎﺗﺪا ) ‪ ( ٦‬ﺗﺎ ) ‪ ( ٩‬ژﻣﺎرە ﻟ‪‬ﺑ‪‬ر ﺑﮑﺎت‪ ،‬ھ‪‬رﺑﯚﯾ‪‬ش ژﻣﺎرەی ﺗ‪‬ﻟ‪‬ﻓﻮﻧ‪‬ﮐﺎن دەﮐﺮﯾﻦ ﺑ‪ ‬ﭼ‪‬ﻧﺪ‬ ‫ﺑ‪‬ﺷ‪‬ﮑ‪‬وە و دەﺧﻮ‪‬ﻨﺪر‪‬ﻨ‪‬وە و دەﻧﻮﺳﺮ‪‬ﻦ‪ ،‬ﺑﯚ ﻧﻤﻮﻧﻪ ﺳ‪ ‬ﺳ‪ ‬ﯾﺎن ﭼﻮار ﭼﻮار وە ﯾﺎن ﭘ‪‬ﻨﭻ ﭘ‪‬ﻨﭻ‪xxx xxxx xxxxx .‬‬ ‫ﺑ‪‬ﭘ‪‬ﻰ ﺋ‪‬م داﺑ‪‬ﺷﮑﺮدﻧﺎﻧ‪ ،‬ﺋﺎﺳﺎﻧﺘﺮﯾﻦ ژﻣﺎرەﮐﺎن ﺑﯚ ﻟ‪ ‬ﺑ‪‬رﮐﺮدن ﭘ‪‬ﮑﺪﯾﻦ ﻟ‪‬ﺋ‪‬م ﺟﯚراﻧ‪‬ی ﺧﻮارەوە‪:‬‬ ‫زۆرﺟﺎر ﮐﯚﻣــــــــﭙﺎﻧــــــــﯿﺎﮐﺎن‬ ‫ﯾ‪‬ک ژﻣﺎری دووﺑﺎرە وه ﺑﻮو ﺑﯚ ﻧﻤﻮﻧ‪7777 ، 2222 ، 0000 :‬‬ ‫ژﻣﺎرهی ﭘﻪﯾـــــــــــــــــــــﻮهﻧﺪی‬ ‫دووﺟﺎر دووﺑﺎرە وە ﺑﻮو ﺑﯚ ﻧﻤﻮﻧﻪ‪:‬‬ ‫‪9494 ، 9292 ، 6464‬‬ ‫ﭘ‪‬ﻮهﮐـــــــــــــــﺮدﻧﯿﺎن دهﺑ‪‬ﺘﻪ‬ ‫ﺑﻪﺷــــــ‪‬ﮏ ﻟﻪ ﻣﺎرﮐﻪو ﻧﺎوی‬ ‫دووﺑﺎرە ﺑﻮﻧ‪‬وە ﻟ‪ ‬ﮔﻪڵ ﮐﯚد ﺑﯚ ﻧﻤﻮﻧ‪1677 677 ، 6699 669 :‬‬ ‫ﮐﯚﻣـــﭙﺎﻧـــﯿﺎﮐﺎن و ھﻪردهم‬ ‫ژﻣﺎرەی ﺋﺎو‪‬ﻨ‪‬ﯾﯽ ﺑﯚﻧﻤﻮﻧ‪:‬‬ ‫‪2120212 ،5550555 ،8998 , 1221‬‬ ‫ﻟﻪ ﺳـــــــــــــــــﻪر ﺑﯿﺮ و ﻓﮑﺮی‬ ‫ﮐـــــــــــــ‪‬ﯾﺎرهﮐﺎﻧﯿﺎن دا وهﮐﯚ‬ ‫ﺑ‪‬رز ﺑﻮوە و ﻧﺰم ﺑﻮوە ﺑﯚﻧﻤﻮﻧ‪: ‬‬ ‫‪6787 ،1232‬‬ ‫ﺷـــــــــﻌﺮ‪‬ﮏ دهﻣ‪‬ﻨﻪوه‪ ،‬ﺑﯚ‬ ‫ﻧﻤﻮﻧﻪ ﮐﻪس ﻧﯿﻪ ﻟﻪ ﺑﻪڕﯾﺘﺎﻧﯿﺎ ﮐﯚﻣﭙﺎﻧﯿﺎی ‪) ١١٨ ١١٨‬ﮐﻪ ﮐﯚﻣﭙﺎﻧﯿﺎﯾﻪﮐﯽ ڕ‪‬ﺒ‪‬ری ﮐﯚﻣﭙﺎﻧﯿﺎﮐﺎﻧﻦ و ژﻣﺎرهی ھﻪﻣﻮو ﮐﯚﻣﭙﺎﻧﯿﺎﮐﺎﻧﯿﺎن ﻻﯾﻪ(‪ ،‬ﻧﻪﻧﺎﺳـــــ‪‬ﺖ ﮐﻪ‬ ‫ﻟﻪ ڕ‪‬ﮑ‪‬ﻣﻪﮐﺎﻧﯿﺎﻧﺪا ﺳـــﻮدﯾﺎن ﻟﻪ دوو ﺑﺮای ﺟﻤﮏ وهرﮔﺮﺗﻮوه ﻧﺎوی ھﻪرﯾﻪﮐﻪﯾﺎن ‪ ١١٨‬ﯾﻪ ﮐﻪ ﺋﻪﻣﻪش ﺑﯚﺗﻪ ﻣﺎرﮐﻪ و ﻧﺎوی ﮐﯚﻣﭙﺎﻧﯿﺎﮐﻪ و ﺑﻪ ﺋﺎﺳـــﺎﻧﯽ ﻟﻪ‬ ‫ﺑﯿﺮ ﻧﺎﮐﺮ‪‬ﻦ‪ .‬ﺋﻪو ژﻣﺎراﻧﻪی ﮐﻪ ﺑﻪ ﭘ‪‬ﻰ ﻧﻮﺳﯿﻨﯿﺎن ﺑﻪ ﺗﻪﺧﺘﻪﮐﻠﯿﻠﯽ )ﮐﯿﺒﯚردی( ﻣﯚﺑﺎﯾﻠﻪﮐﻪت ﺟﯚر‪‬ﮏ ﻟﻪ ڕ‪‬ﮑﺨﺴـــــﺘﻦ و ﻧﻪﻣﻪﺗﯿﺎن ﺗ‪‬ﺪاﯾﻪ ﻟﻪواﻧﻪﯾﻪ زۆر‬ ‫ﺟﻮان ﻧﻪﺑﻦ و ﺑﻪ ﺋﺎﺳـــــﺎﻧﯽ ﻟﻪ ﺑﻪر ﻧﻪﮐﺮﯾﻦ‪ ،‬ﺑﻪ‪‬م ﻟﻪ دوای ﻧﻮﺳـــــﯿﻦ و ﺑﻪﮐﺎرھ‪‬ﻨﺎﻧﯿﺎن ‪ ،‬ﻣﺎﺳــــــﯚﻟﮑﻪی ﭘﻪﻧﺠﻪﮐﺎﻧﻤﺎن ﭘ‪‬ﺎن ڕاد‪‬ﻦ و ﻟﻪ ﺑﻪرﯾﺎن دهﮐﻪن‬ ‫ﺑﯚﻧﻤﻮﻧﻪ ﺋﻪو ژﻣﺎراﻧﻪی ﮐﻪ ‪ ١٧٩٣‬ﯾﺎن ﺗ‪‬ﺪاﯾﻪ ﮐﻪ ھﻪرﯾﻪک ﻟﻪ دوﮔﻤﻪی ژﻣﺎرهﮐﺎن دهﮐﻪو‪‬ﺘﻪ ﮔﯚﺷـﻪﯾﻪﮐﯽ ﺗﻪﺧﺘﻪﮐﻠﯿﻠﯽ )ﮐﯿﺒﯚردی( ﻣﯚﺑﺎﯾﻠﻪﮐﺎﻧﻤﺎن و‬ ‫ﭘﻪﻧﺠﻪﮐﺎﻧﻤﺎن ﺑﻪ ﺋﺎﺳـﺎﻧﯽ ﺑﻪ ﺷـ‪‬ﻮازی ﻧﻮﺳـﯿﻨﯿﺎن ڕاد‪‬ﻦ و ﻟﻪ ﺑﻪری دهﮐﻪن‪ ،‬ﯾﺎن ﺋﻪو ژﻣﺎراﻧﻪی ﮐﻪ ژﻣﺎره ‪ ٠٨٥٢‬ﯾﺎن ﺗ‪‬ﺪاﯾﻪ ﮐﻪ ﻟﻪ ﺳـﻪر ﮐﯿﺒﯚردی ﻣﯚﺑﺎﯾﻞ‬ ‫ﻟﻪ ﯾﻪک ڕﯾﺰدان و ﻟﻪ ﺧﻮارهوه ﺑﯚ ﺳﻪرهوه ﻟﻪ ر‪‬ﺰی ﻧﺎوهڕاﺳﺘﯽ ﮐﯿﺒﯚرددا ﺟﯿ‪‬ﮕﺎﯾﺎن ﮔﺮﺗﻮوهو دهﻧﯚﺳﺮﯾﻦ‪.‬‬ ‫ﻟﻪ ﮐﯚﺗﺎﯾﺪا‪ ،‬ھﻪ‪‬ﺒﮋاردﻧﯽ ژﻣﺎرهﯾﻪﮐﯽ ﺗﻪﻟ‪‬ﻓﻮﻧﯽ ﺋﺎﺳﺎن و ﻟﻪﺑﯿﺮﻧﻪﭼﻮوه ﺑﯚ ﮐﯚﻣﭙﺎﻧﯿﺎﮐﻪت ﮐﺎرﯾﮕﻪرﯾﻪﮐﯽ زۆری ھﻪﯾﻪ ﻟﻪ ﺳﻪر ﺋﻪوه ﮐﻪ ﺋﺎﯾﺎ‬ ‫ﭼﻪﻧﺪ ﮐﻪس ﭘﻪﯾﻮهﻧﺪﯾﺖ ﭘ‪‬ﻮه دهﮐﺎت و ﮐﺎ‪ ‬و ﺧﺰﻣﻪﺗﮕﻮزارﯾﻪﮐﺎﻧﺖ دهﮐﺮ‪‬ﺖ‪ ،‬ﻟﻪ ھﻪﻣﺎن ﮐﺎﺗﯿﺸﺪا ﭼﯚن ﮔﺮﯾﻨﮕﯽ دهدهﯾﺖ ﺑﻪ ھﻪ‪‬ﺒﮋاردﻧﯽ‬ ‫ﻧﺎوی ﮐﯚﻣﭙﺎﻧﯿﺎﮐﻪت ﮐﻪ دهﺑ‪‬ﺖ ﺋﺎﺳﺎن و ﻣﺎﻧﺎ ﺑﻪﺧﺶ و ﺗﺎﯾﯿﺒﻪت ﺑ‪‬ﺖ‪ ،‬ﺋﺎواش دهﺑ‪‬ﺖ ﮔﺮﯾﻨﮕﯽ ﺑﻪ ھﻪ‪‬ﺒﮋاردﻧﯽ ژﻣﺎرهﯾﻪﮐﯽ ﺋﺎﺳﺎن و ﻣﺎﻧﺎ‬ ‫ﺑﻪﺧﺶ ﺑﺪهﯾﺖ ﺑﯚ ﺋﻪوهی ﮐ‪‬ﯾﺎرهﮐﺎﻧﺖ ﭘﻪﯾﻮهﻧﺪی ﺑﻪ ﺗﯚوه ﺑﮑﻪن ﻧﻪوهک ڕﮐﺎﺑﻪرهﮐﺎﻧﺖ‪.‬‬

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‫ﮔ‪‬ﺷـــــــــــــــ‪‬ﻛﺮدﻧﻰ ﺋﺎﺑﻮورى و ﺑﻪرھﻪﻣﻰ‬ ‫ھﻪﻣﻮهﻛﻰ ﻧﺎوﺧﯚﯾﻰ‪ :‬ﮔﻪﺷــــــــــــﻪﻛﺮدﻧﻰ‬ ‫ﺋﺎﺑﻮورى داواﻛــــــﺮاوه ﺑﯚ رازى ﻛـــــــﺮدﻧـــــــﻰ‬ ‫ھﻪو‪‬ﻪﻛﺎﻧــــﻰ ﺧﻪ‪‬ﻚ ﺑﯚ ﺑﻪرزﻛــــﺮدﻧ‪‬وەی‬ ‫ﺋﺎﺳﺘﻪ ﺑﮋ‪‬ﻮﯾﻪﻛﺎن ﺑﻪﺑﻪردهواﻣﻰ ودووﺑﺎره‬ ‫داﺑﻪﺷـــــــــﻜﺮدﻧﻪوهى ﺳـــــــــﺎﻣﺎن و ﺑﻪرهو‬ ‫ﭘ‪‬ﺸـــــــــﺒﺮدﻧﻰ ﺗﻪﻛﻨﻪﻟﻮژﯾﺎ ﺑﻪو ﭘ‪‬ﯿﻪى ﻛﻪ‬ ‫ﻣﻪﺑﻪﺳــــــــــﺘ‪‬ﻚ ﻧﯿﯿﻪ ﺑﻪ‪‬ﻜﯚ ھﯚﻛﺎر‪‬ﻜﻪ ‪.‬‬ ‫ﻧﯿﺸﺎﻧﻪى ﮔﻪﺷﻪﻛﺮدﻧﻰ ﺋﺎﺑﻮورى ﺑﺮﯾﺘﯿﻪ ﻟﻪ‬ ‫ﺳــﻪرﺟﻪﻣﻰ ﺑﻪرھﻪﻣﻰ ھﻪﻣﻮوهﻛﻰ واﺗﺎ‬ ‫ﻧﺮﺧﻰ ﻛﯚﺗﺎﯾﻰ ﺑﯚ ﺷــــــــــــــــــــــــــــــﻤﻪك و‬ ‫ﺧـــــــــﺰﻣﻪﺗﮕﻮزارﯾﻪ ﺑﻪرھﻪم ھ‪‬ﻨـــــــــﺮاوه‬ ‫ﻛﯚﺗﺎﯾﯿﻪﻛﺎن ﻟﻪ ﺋﺎﺑﻮورﯾﺪا و ﻟﻪ ﻣﺎوهﯾﻪﻛـﻰ‬ ‫دﯾﺎرى ﻛﺮاودا‪.‬‬ ‫ھ‪‬وﺳﺎن و ﮔﻪﺷﻪﻛﺮدن‪ :‬ﻟﻪ ﺳﻪرﺟﻪﻣﻰ‬ ‫ﺋﺎﺑﻮورﯾﻪﻛﺎن ﺳــــــــﻪﻗﺎﻣﮕﯿﺮى ھﻪﯾﻪ‪ ،‬واﺗﺎ‬ ‫ﻣﺎم ﻧﺎوهﻧﺪى ﻧــــــﺮﺧﻪﻛﺎن‪ ،‬ﺑﻪﻻم ﺑﻪ ﺑﻪرز‬ ‫ﺑﻮوﻧ‪‬وەی ﻧـﺮﺧﻪﻛﺎن ﻟﻪﺋﺎﺑﻮورﯾﺪا وادهﻛﺎت‬ ‫دراوهﻛﻪ ﺗﻮاﻧﺎى ﻛ‪‬ﯾﻨﻰ ﻛﺰﺑ‪‬ﺖ‬ ‫داھﺎﺗﻰ ﺳـــﻮوهﻛﺎن و ﻧﺮﺧﻰ ﺳــــﻮوهﻛﺎن‪:‬‬ ‫ﻛﺎﺗــــــــــــــــــــ‪‬ﻚ ﻛﻪ ﺑﺎﻧﻚ ﻗﻪرز‪‬ﻚ دهدهات‬ ‫ﺣﯿﺴـﺎﺑﻰ ﺋﻪوه دهﻛﺎت ﻛﻪ داھﺎﺗﻪﻛﻪى ﻟﻪ‬ ‫ﺳــــــــــــــــــــــــــــــــــــﻮوهﻛﺎن وهردهﮔﺮ‪‬ﺖ ﺑﯚ‬ ‫ﻗﻪرهﺑﻮﻛﺮدﻧﻪوهى ﻣﻪﺗﺮﺳــــــــــــــــــﯿﻪﻛﺎﻧﻰ‬ ‫ﻧـــﻪﮔـــﻪڕاﻧـــﺪﻧ‪‬وەی ﭘﺎرهﻛﺎن‪ ،‬ھــــﻪروهھﺎ‬ ‫ﺋﺎﻣﺎژه ﺑﻪ ﻧﺮﺧﻰ ﺋﻪو ﺳـــــــﻮوه دهﻛﺎت ﻛﻪ‬ ‫دهﺑــ‪‬ﺖ ﺗﺎﻛﻪﻛﺎن ﯾﺎن دهزﮔﺎﻛﺎن ﺑــﯿﺪهن ﺑﯚ‬ ‫وهرﮔﺮﺗﻨﻰ ﻗﻪرز‪ .‬ﺋﺎﺳــــــــــــــــــﺘﻰ ﻧﺮﺧﻪﻛﺎن‬ ‫ﻛﺎرﯾﮕﻪرﯾﻪﻛﻰ زۆردهﻛﺎﺗﻪ ﺳــــــــﻪر ھﻪﻣﻮو‬ ‫ﭘﺮۆﺳﻪ ﻧﻪﺧﺘﯿﻨﻪﯾﯿﻪﻛﺎن‬ ‫ﺳــــــــﯿﺎﺳـــــــــﻪﺗﻰ ﺑﺎج‪ :‬دهو‪‬ﻪت دهﺗﻮاﻧ‪‬ﺖ‬ ‫ﻛﺎرﯾﮕﻪرى ﻟﻪﺳــــــــــــــــﻪر ﺋﺎﺑﻮورى ﺑﻜﺎت ﺑﻪ‬ ‫ﮔﯚڕﯾﻨﻰ ﺋﺎﺳــــــــــــــــــﺘﻰ ﺧﻪرﺟﻜﺮدﻧﻪﻛﺎﻧﻰ‬ ‫ﺑﻮدﺟﻪ و ﻧـــــﺮﺧــــــﻰ ﺑﺎﺟﻪﻛﺎن‪ .‬ھﻪروهھﺎ‬ ‫زۆرﻛﺮﻛﺮدﻧﻰ ﺧﻪرﺟﯿﯿﻪﻛﺎﻧﻰ ﮔﻪﺷـﻪﻛﺮدﻧﻰ‬ ‫ﺋﺎﺑﻮورى ﭼﺎ‪‬ک دهﻛﺎت‪ ,‬ﺑﻪ‪‬م ﺧﻪرﺟــــــﻰ‬ ‫ﻛﻪم وادهﻛﺎت ﻟﻪ ﺳـــﻪرﺧﯚ ﮔﻪﺷـــﻪﺑﻜﺎت‪ .‬زۆر‬ ‫ﺟﺎر دهو‪‬ﻪت ﺳــــﯿﺎﺳـــــﻪﺗﻰ ﺑﺎج ﺑﻪﻛﺎرد‪‬ﻨﻰ ﺑﯚ ﻛﻪم ﻛﺮدﻧﻪوهى‬ ‫ﮔﯚراﻧﻜﺎرﯾﻪ ﺋﺎﺑﻮورﯾﻪﻛﺎن ) ﮔﻪﺷــــــــــــــــــــــــــــﻪﻛﺮدﻧ‪‬ﻜﻰ ھﺎر ‪-‬‬ ‫ﻟﻪﺳﻪرﺧﯚﺑﻮﻧ‪‬ﻜﻰ ﺗﻮﻧﺪ(‬ ‫ﺧﻮﻟﻪﻛﺎﻧـــــــــــــﻰ ﻛﺎره ﺑﺎزرﮔﺎﻧﯿﻪﻛﺎن‪ :‬ﺋﺎﺑﻮورى ﺑﻪ ﻗﯚﻧﺎﻏــــــــــــــﻰ‬ ‫ﺑﻪھ‪‬ـــﺰﻛــــﺮدن و ﻻوازﻛــــﺮدﻧــــﻰ ﭼﺎ‪‬ﻛﯿﯿﻪ ﺋﺎﺑﻮورﯾﻪﻛﺎﻧﺪا ﺗ‪‬ﭙﻪر‬

‫دهﺑ‪‬ﺖ‪ ,‬ﺧﻮﻟﻰ ﻛﺎره ﺑﺎزرﮔﺎﻧﯿﻪﻛﺎﻧﯿﺶ ﻟﻪ ﮔﻪﺷﻪﻛﺮدﻧﻰ ﺋﺎﺑﻮورى‬ ‫دهﺳﺘﭙ‪‬ﺪهﻛﺎت و ﭘﺎﺷﺎن ﺳﺴﺘﻰ و ﭘﺎﺷﻪﻛﺸﻪى ﺑﻪدواوه د‪‬ﺖ‪,‬‬ ‫ﻛﺎﺗ‪‬ﻚ ﻛﻪ ﺋﺎﺑﻮورى دهﮔﺎﺗﻪ ﻧﺰﻣﺘﺮﯾﻦ ﺧﺎڵ ھﻪ‪‬وﺳـــــــــــــــــــﺎن‬ ‫دهﺳﺘﭙ‪‬ﺪهﻛﺎت و ﻛﻪ ﮔﻪﯾﺸــــــــــــــــــــــــــــﺘﻪ ﻟﻮﺗﻜﻪ ﺧﻮﻟﻰ ﻛﺎره‬ ‫ﺑﺎزرﮔﺎﻧﯿﻪﻛﺎن دهﺳﺘﭙ‪‬ﺪهﻛﺎت‪.‬‬

‫‪18 l ECONOMY MAGAZINE JAN/FEB 2016‬‬

‫ﮔﺮﻧﮕﺘﺮﯾﻦ ﺑﻨ‪‬ﻣﺎی‬ ‫ﺋﺎﺑﻮری ﮐ‪ ‬دەﺑ‪ ‬ﺑﯿﺰاﻧﯿﻦ‬

‫زاﻧﺴـــﺘﻰ ﺋﺎﺑﻮورى ﯾﻪﻛ‪‬ﻜﻪ ﻟﻪ زاﻧﺴـــﺘﻪ ﮔﺮﻧﮕﻪﻛﺎن ﻛﻪ ژﯾﺎﻧﻰ ﺋ‪‬ﻤﻪ ر‪‬ﻚ دهﺧﺎت ‪ .‬ﻟﻪ ﺳﻪرﺗﺎى دروﺳﺘﺒﻮوﻧﻰ ﺋﻪم زاﻧﺴــــﺘﻪدا‬ ‫ﭘ‪‬ﺸــــــﻪواﯾﺎن ﺑﺮواﯾﺎن واﺑﻮوه ﻛﻪ ﺗﺎﯾﺒﻪﺗﻪ ﺑﻪ ﺗﻮ‪‬ﮋﯾﻨﻪوهى ﺋﻪو ﺷﻤﻪك وﻛﺎ‪‬ﯾﺎﻧﻪى ﺋﻪﻛﺮ‪‬ﺖ ﺑﯚ ﻧﻪﺗﻪوهﯾﻪك ﺑﻪو ھﯚﯾﺎﻧﻪوه‬ ‫ﭘ‪‬ﻰ دهو‪‬ﻪﻣﻪﻧﺪ ﺑﺒ‪‬ﺖ ﻟﻪ ڕووى ﺷـﻤﻪﻛﻰ ﺑﻪرﺟﻪﺳـﺘﻪﯾﯿﻪوه‪ .‬ﺑﻪ‪‬م ﭼﻪﻧﺪﯾﻦ ﺋﺎﺑﻮرﯾﻨﺎس ﭘ‪‬ﻨﺎﺳــﻪﯾﺎن ﻛﺮدووه‪ ,‬ﺟﺎ ھﻪﯾﺎﻧﻪ‬ ‫ﺑﻪ ﺋﺎﻣﺎﻧﺠ‪‬ﻜﻰ دهزاﻧﻦ و ھﻪﯾﺎﻧﻪ ﺑﻪ ھﯚﻛﺎر‪‬ﻜﻰ دهزاﻧﻦ‪ .‬ﺑﻪﭘ‪‬ﻰ ﺑﯿﺮوراى ) اﻟﻔﺮﯾﺪ ﻣﺎرﺷﺎل ( ﭘ‪‬ﻰ واﯾﻪ ﻛﻪ ﺋﻪم زاﻧﺴــــــــــﺘﻪ‬ ‫ﻟ‪‬ﻜﯚ‪‬ﯿﻨﻪوهى ﻣــﺮۆﭬﻪﻛﺎن ﺑﯚ ﻛــﺮداره ﺋﺎساﯾﯿ‪‬ﻛﺎﻧــﻰ ژﯾﺎﻧــﻰ دهﻛﺎت‪ ,‬و ﻟﻪ ﻻﯾﻪﻧـــﻰ ﭼﺎ‪‬ﻛﯿﯿﻪ ﺗﺎﻛﻪﻛﺎن و ﻛﯚﻣﻪ‪‬ﯾﻪﺗﯿ‪‬ﮐﺎن‬ ‫دەﻛﯚ‪‬ﯿﺘﻪوه ﻛﻪ ﭘﺎﺑﻪﻧﺪن ﺑﻪ ﺑﻪدهﺳــــــــــــــﺖ ھ‪‬ﻨﺎن و داﺑﯿﻨﻜﺮدن و ﺑﻪرﮔﺮﯾﻜﺮدﻧﻪ ﻣﺎددﯾﻪﻛﺎﻧﻪ ﺑﯚ ﺑﻪدهﺳــــــــــــــﺖ ھ‪‬ﻨﺎﻧﻰ‬ ‫ﺧﯚﺷﮕﻮزهراﻧﯿ‪‬ﮐﺎﻧ‪‬وە و ڕ‪‬ﮕﻪى ﭼﯚﻧ‪‬ﺘﻰ ﺑﻪﻛﺎرھ‪‬ﻨﺎﻧﻰ ﺋﻪم ﺑﻪرﮔﺮﯾﻜﺮدﻧﻪﺷﻰ ﺧﺴـــــــــﺘﯚﺗﻪ ڕوو‪ ,‬ھﻪروهھﺎ ﻣﺎرﺷﺎل ﭘ‪‬ﻰ‬ ‫واﯾﻪ زاﻧﺴـــﺘﻰ ﺋﺎﺑﻮورى ﺋﻪو ﻟ‪‬ﻜﯚ‪‬ﯿﻨﻪواﻧﻪﯾﻪ ﻛﻪ ﺑﯚ ﺳﺎﻣﺎﻧﻪﻛﺎن و ﺑﯚ ﺧﻮدى ﻣﺮۆﭬﻪﻛﺎن دهﻛﺮ‪‬ﺖ‪ ،‬ﺑﻪ‪‬م ﻟﯿﻮﻧﯿﻞ ڕۆﺑﻨﺰ ﭘ‪‬ﻰ‬ ‫واﯾﻪ ﻛﻪ زاﻧﺴـــــــﺘ‪‬ﮑ‪ ‬ﻟﻪ ڕهﻓﺘﺎرى ﻣﺮۆﭬﻪﻛﺎن دهﻛﯚ‪‬ﯿﺘﻪوه وهك ﭘﻪﯾﻮهﻧﺪى ﻟﻪ ﻧ‪‬ﻮان ﺋﺎﻣﺎﻧﺞ و ﻛﺎ‪ ‬دهﮔﻤﻪﻧﻪﻛﺎﻧﺪا‪ ،‬ﺑﻪ‪‬م‬ ‫ﺋﻪوى ﻟ‪‬ﺮه دهﻣﺎﻧﻪو‪‬ﺖ ﺑﺎﺳﻰ ﻟ‪‬ﻮهﺑﻜﻪﯾﻦ ﭼﻪﻧﺪ ﺑﻨﻪﻣﺎﯾﻪﻛﻰ ﮔﺮﻧﮕﻰ ﺋﺎﺑﻮورﯾﻪ ﻛﻪ دهﺑ‪ ‬ﺑﯿﺰاﻧﯿﻦ‪.‬‬ ‫ﺋﻪو ﻛﺎره ھﺎوﺑﻪﺷﻪى ﻛﻪ ﻛﻪﺳ‪‬ﻜﻰ ﺷﺎرهزا ﻟﻪ ﺑﻮارهﻛﻪى ﺧﻮ‪‬ﺪا‬ ‫‪ Ÿ‬ﺋﺎﺑﻮورى ھﻪﻣﻮوهﻛﻰ و ﺋﺎﺑﻮورى ﺑﻪﺷــــــﻰ‪ :‬ﺋﺎﺑﻮورى ھﻪﻣﻮوهﻛﻰ‬ ‫ﺋﻪﻧﺠﺎﻣﻰ دهدات‪.‬‬ ‫ﺧﻮ‪‬ﻨﺪﻧﻪوه ﺑﯚ ﺋﺎﺑﻮورى ﮔﺸــــــــﺘﻰ و ﮔﺸـــــــــﺘﮕﯿﺮ دهﻛﺎت وﻛﺎر ﺑﻪ‬ ‫ﺳـﻪرﺟﻪﻣﻰ زاﻧﯿﺎرﯾﻪﻛﺎن دهﻛﺎت ﺑﯚ ﺷــﺎر و و‪‬ﺗﻪﻛﺎن وﺋﺎﺳــﯚﯾﻪﻛﻰ ‪ Ÿ‬ﻛﻪﻣﻜﺮدﻧﻪوهى ﺳﻮودى ﺳـﻨﻮوردار‪ :‬زۆر ﺟﺎر رهزاﻣﻪﻧﺪى دهرﺑﺎرهى‬ ‫ﻓﺮاواﻧﯿﺎن ﭘ‪ ‬دهدات‪.‬‬ ‫ﺑﻪرھﻪﻣ‪‬ﻜﻰ ﺑﻪﻛﺎرﺑﺮاو ﻛﻪم دهﻛﺎت ﻟﻪ ﻛﺎﺗﻰ ﺧﺴــﺘﻨﻪ ڕووى زۆر‬ ‫ﺑﯚ ﺑﻪرھﻪﻣﻪﻛﻪ ‪,‬ﺋﻪم ﭼﻪﻣﻪﻛﻪ زۆر ﺑﻪﺳـــــــــــــــــــﻮوده ﭼﻮﻧﻜﻪ‬ ‫‪ Ÿ‬ﺷـــــــﯿﻜﻪرهوهى ﺑﻪراوردﻛﺮاو و ﻧﺮﺧﻰ ھﻪ‪‬ﺒﮋاردن‪ :‬ﺑﻪراورد ﺋﻪوهﯾﻪ‬ ‫ﯾﺎرﻣﻪﺗﯿﻤﺎن دهدات ﺑﯚ ﭘ‪‬ﺸــــــــــــــــــــــﺒﯿﻨﯿﮑﺮدﻧﯽ ﺋﻪو ﺷﻤﻪك و‬ ‫ﻛﻪ ﺑﻪﺑﻪردهواﻣﻰ ﺋﻪﻧﺠﺎﻣﻰ دهدهﯾﻦ ﺑﯚ دۆزﯾﻨﻪوهى ﺑﺎﺷـــــــــﺘﺮﯾﻦ‬ ‫ﺧﺰﻣﻪﺗﮕﻮزارﯾﺎﻧﻪى ﻛﻪ داواﻛﺎرى زۆرى ﻟﻪﺳﻪره‪.‬‬ ‫ﺋﻪﻧﺠﺎم‪ ,‬ﻛﺎﺗ‪‬ﻚ ﻛﻪ دهراﻣﻪﺗﻪﻛﺎن دﯾﺎرﯾﻜــــــﺮاوﺑﻦ ‪.‬ﺋ‪‬ﻤﻪ ﻧﺎﺗﻮاﻧﯿﻦ‬ ‫ﭼﺎوﻣﺎن‬ ‫ھﻪﻣﻮو ﺷـــــــــﺘﻪﻛﺎن ﺑﻪدهﺳـــــــــﺖ ﺑ‪‬ﻨﯿﻦ‪ ،‬ﺑﯚﯾﻪ دهﺑ‪‬ﺖ‬ ‫‪ Ÿ‬ﯾﺎﺳﺎى ﺧﻮاﺳﺖ وﺧﺴــــــــــــــــــــــــﺘﻨﻪ روو‪ :‬ﺑﻪھﺎى ﺷﻤﻪﻛ‪‬ﻚ ﯾﺎن‬ ‫ﻟﻪﺳـــــــــــــــــــــﻪرهﺗﺎﻛﺎن ﺑ‪. ‬ﻧﺮﺧﻰ ھﻪ‪‬ﺒﮋاردن ﺑﺮﯾﺘﯿﻪ ﻟﻪ ﻗﻪﺑﺎرهى‬ ‫ﺧﺰﻣﻪﺗﮕﻮزارﯾﻪك دﯾﺎری دهﻛﺎت ﺑﻪ ﭘ‪‬ﻰ ﺧﻮاﺳﺖ و ﺧﺴـــــﺘﻨ‪ ‬ڕوو‬ ‫ﺷﻮﯾﻨﮕﺮهوهﻛﺎن ﺑﯚ ﺑﻪڕ‪‬ﻮهﭼﻮﻧﻰ ﭘﺮۆﺳﻪى ﺑ‪‬ﯾﺎر دان‪.‬‬ ‫‪.‬ﺋﻪو ﺑ‪‬ه ﺧﻮاﺳـــﺘﺮاوهى ﻟﻪھﻪر ﺷــــﻤﻪﻛ‪‬ﻚ ﺑ‪‬ﺖ زﯾﺎد دهﻛﺎت ﻟﻪ‬ ‫ھﻪرﻛﺎﺗ‪‬ﮑﺪا ﻧﺮﺧﻰ ﺋﻪو ﺷـــــﻤﻪﻛﻪ داﺑﻪز‪‬ﺖ‪ ،‬و ﺋﻪو بڕەش ﻛﻪم‬ ‫‪ Ÿ‬ﭘﻪﺳــــــــــــــــــــﻪﻧﺪﻛﺮاوى ﺑﻪراورد‪ :‬ﺋﻪﮔﻪر ﺑ‪‬ﺖ و ﺑﺮﯾﻜﺎر‪‬ﻜﻰ ﺋﺎﺑﻮورى‬ ‫دهﻛﺎت ﻟﻪھﻪر ﻛﺎﺗ‪‬ﻜﺪا ﻧــــــــــــــــــــــﺮﺧﻪﻛﻪى ﺑﻪرز دهﺑ‪‬ﺘﻪوه‪ ,‬ﺋﻪو‬ ‫ﺑﻪرھﻪﻣ‪‬ﻜﻰ ﺑﻪرھﻪم ھ‪‬ﻨﺎ ﻟﻪ ﻛﻪﺳــــــ‪‬ﻜﻰ دﯾﻜﻪ ﺑﺎﺷـــــــﺘﺮ ﺑﻮو‬ ‫ﭘﻪﯾﻮهﻧﺪﯾﻪى ﻟﻪﻧ‪‬ﻮان ﺑ‪‬ی ﺧﻮاﺳــــــــﺘﺮاو ﻟﻪ ﺷـــــــــﻤﻪﻛ‪‬ﻜﻰ دﯾﺎر‬ ‫ﻟﻪﮔﻪڵ ﺋﻪوﺷـــﺪا ھﺎوﻛﺎرﯾﻜﺮدن ﻟﻪ ﻧ‪‬ﻮاﻧﯿﺎﻧﺪا ھﻪر ﺑﻪﺳـــﻮوده‪,‬‬ ‫وﻧﺮﺧﻪﻛﻪﯾﺪا ھﻪﯾﻪ ﭘﻪﯾﻮهﻧﺪﯾﻪﻛﻰ ﭘ‪‬ﭽﻪواﻧﻪﯾﻪ‪.‬‬ ‫ﺋﻪﻣﻪ ﻟﻪﻛﺎﺗﯿﻚ داﯾﻪ ﻛﻪ ﺑـــــــﺮﯾﻜﺎره ﻛﻪم ﭼﺎﻻﻛﻪﻛﻪ ﺗ‪‬ﭽﻮوﻧـــــــﻰ‬ ‫دهرﻓﻪﺗﻪ ﺷﻮ‪‬ﻨﮕﺮهوهﻛﻪ ﻟﻪ ﺋﻪﺳﺘﯚى ﺧﯚى ﺑﮕﺮێ‪ ,‬ﺑﻪﭘﺸـــــﺘﯿﻮاﻧﻰ‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 19‬‬

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ECONOMY ONLY at ECONOMYMAGAZINE Economy Magazine is a monthly economic advertising and gainful magazine which is published with a high quality in turkey (5000) Brochures with (Kurdish, English, Arabic and Turkish ) Languages every month and distributed in KR-I provinces (Erbil, Dohuk and Sulaimany) in public .and via VIP distributed on big companies, governmental circles, non governmental organizations and famous people. At the same time you can reach many different topics in Economy Magazine .

Contact us today for more details: adsales@economymagazine.net

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FORESIGHT

EXTERNAL CAUSES OF BUSINESS FAILURE Events over which you have no influence can easily cause your business to fail over the long run. The most common unpredictable external factors are: 1. The Economy A recession in the economy is an ‘External factor’. A sudden decline in your specific field of business activity can also cause failure of your business.

Other possible issues, which relate to market economy and might threaten business failure, are: Ÿ Change of customer buying patterns Ÿ Decreasing purchasing power of consumers Ÿ Shortage of raw material: often linked to a significant by ‘dumping prices’ Ÿ Substitution product which can lead to changes in the market 2.Catastrophic/Unpredicatable Events Natural disasters cannot normally be foreseen in advance. The only course of action is to ensure you are adequately insured against them.

Problem: Fraud/ Collusion Asset misappropriation, corruption and fraudulent are 3 ways in which fraud can happen in the workplace; for example, falsifying expense reports or stealing small unit-value items, such as stationery or cleaning product.

These may seem insignificant, but can soon add up.

Collusion with stakeholders of the business can also have serious consequences and discredit the company. These backhand payments often come out in public.

Solution: Visible Fraud deterrent and Prevention Policies Implement a clear policy on punishment, criminal prosecution and dismissal for any acts of fraud or collusion, via their employment contract, at the commencement of their work contract.

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By implementing internal controls such as internal audits and micro management you can both prevent and detect fraud. Your internal control system should have 4 objectives: Ÿ Safeguard your assets Ÿ Ensure the accuracy and reliability of your accounting records and information Ÿ Promote your own company’s efficiency Ÿ Measure compliance with your company’s policies and procedures Prevention of fraud starts with identifying your weaknesses and exposures, thereby allowing you to make the necessary improvements.

These measures warn the potential fraud stars that you are actively monitoring the business, which itself acts as a deterrent.

A PROFESSIONALLY QUALIFIED ACCOUNTANT/ LAWYER IS AN EXCELLENT SOURCE OF ADVICE AND ASSISTANCE, FROM THE START AND AT EVERY PHASE MOVING FORWARD

22 l ECONOMY MAGAZINE JAN/FEB 2016

3.Governmental/International Developments You can’t always predict these kinds of developments, so it’s a good idea for you to always keep up to date with geopolitical, economic and current affairs. Track the media, both print and online news resources such as Zawya, Reuters and Al Jazeera.

4. Bankruptcy If customers or suppliers have financial problem’s the knock on effect is huge and will probably affect you. For instance, if your main customer is no longer able to pay their bills on time, you will be short of cash and will start having problems in paying your own suppliers.

In mitigation, offer the credit terms that best meet your needs, which can include a 50% payment upon order and the balance due upon delivery of the service. You can also offer a prepayment discount to i n c e n t i ve s e a r l y p a y m e n t . I n t h e c a s e o f manufacturing companies, where the sole supplier goes bankrupt, no more goods will be received. causing a halt in the production process. The same will apply with services or retail companies, which will no longer be able to meet their sales and delivery commitments whenever the sole supplier is failing.

The bankruptcy of a sole supplier will obviously threaten the on-going relationships of your business with its customers.

‫ﺷﺮﻛﺔ ام ﻲ أس ﻟﻠﺴﻴﺎﺣﺔ و اﻟﺴﻔﺮ‬ ‫و أدارة وﺗﻨﻈﻴﻢ اﳌﺆﺗﻤﺮات‬ Travel to all parts of the world tickets Hotels Reservations inside and outside Iraq Tourism groups Instant translation and Legal Translation device ‫ﺗﺬاﻛﺮ ﺳﻔﺮ ا ﺟﻤﻴﻊ اﻧﺤﺎء اﻟﻌﺎﻟﻢ‬ Obtaining a tourist visa and study ‫ﻮزات ﻓﻨﺎدق داﺧﻞ و ﺧﺎرج اﻟﻌﺮاق‬ Health insurance schengen visa ‫ﻛﺮو ﺎت ﺳﻴﺎﺣﻴﺔ‬

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‫ﺑ‪‬رﻧﺎﻣ‪‬ی ‪ THE CV‬ﭼﯿﯿ‪‬؟‬ ‫ﺑ‪‬رﻧﺎﻣ‪‬ی ‪ THE CV‬ﺋ‪‬ﮐﺎدﯾﻤﯿﺎی ﭘ‪‬ﮕ‪‬ﯾﺎﻧﺪن ﯾﺎن دۆزﯾﻨ‪‬وەی ﺋ‪‬و ﺗﻮاﻧﺎﯾﺎﻧ‪‬ﯾ‪ ‬ﮐ‪ ‬ﻟ‪ ‬ﻧﺎو ﮐﻮﻣ‪‬ﮕ‪‬ی ﺋ‪‬ﻤ‪ ‬دا ﭘ‪‬رش و ﺑ‪‬و ﺑﻮﻧ‪‬ﺗ‪‬وە‪،‬‬ ‫ﺑﯚ ﺋ‪‬وەی ﻟ‪ ‬ﮐﺎر‪‬ﮑﯽ ﺗﺎﯾﺒ‪‬ت دا ﺑﯿﺎﻧﺪۆزﯾﻨ‪‬وە و ﺋ‪‬و ﺗﻮاﻧﺎﯾﺎﻧ‪ ‬ﺑﺨ‪‬ﯾﻨ‪ ‬ﮔ‪‬ڕ‪ ،‬دواﺗﺮ ﺋﺎﺷﻨﺎ ﮐﺮدﻧﯽ ﺷ‪‬ﻮاز و ھ‪‬ﻟﺴــــــﻮﮐ‪‬وﺗ‪‬ﮐﺎﻧﯽ ﮐﺎری‬ ‫ﺑﺰﻧﺴـ‪ ‬ﻟ‪ ‬ﮐﻮردﺳﺘﺎﻧﺪا‪ ،‬ھ‪‬روەھﺎ ﺋﺎﺷﻨﺎﻛﺮدﻧﯽ ﺑ‪ ‬ﺧ‪‬ﻟﮏ ﻟ‪ ‬ﺑﺎرەی ﭼﯚﻧﯿ‪‬ﺗﯽ دروﺳﺖ ﮐﺮدﻧﯽ ﺑﺰﻧﺲ و ﭼﯚﻧﯿ‪‬ﺗﯽ ھ‪‬ﻟﺴـﻮﻛ‪‬وﺗ‪‬ﻛﺎﻧﯽ‪،‬‬ ‫ﺑﯚ ﻧﻤﻮﻧ‪ ‬ﺑ‪‬رﭘﺮس ﯾﺎن ﺑ‪‬ڕ‪‬ﻮەﺑ‪‬ر ﻟ‪‬ﮔ‪‬ڵ ﻛﺎرﻣ‪‬ﻧﺪەﻛﺎن ﭼﯚن ھ‪‬ﻟﺴــــﻮﻛ‪‬وت دەﻛﺎت‪ ،‬ﯾﺎﺧﻮد ﻛﺎرﻣ‪‬ﻧﺪ ﭼﯚن ﻟ‪‬ﮔ‪‬ڵ ﺑ‪‬رﭘﺮﺳﻜ‪‬ی ﯾﺎن‬ ‫ﺑ‪‬ڕ‪‬ﻮەﺑ‪‬رەﻛ‪‬ی ھ‪‬ﻟﺴـــﻮﻛ‪‬وت دەﻛﺎت‪ ،‬ﺑ‪‬ﺷ‪‬ﻮەﯾ‪‬ﻛﯽ ﮔﺸــــﺘﯽ ﺑ‪‬رﻧﺎﻣ‪‬ی ‪ THE CV‬ﺗﻮاﻧﯽ ﻟ‪ (١٤) ‬ﺋ‪‬ﻘ‪‬دا ﺑ‪ ‬ﺷ‪‬ﻮەی ﻛ‪‬ﺒ‪‬ﻛ‪ ‬ﻟ‪‬‬ ‫ﻧ‪‬ﻮان دوو ﮔﺮوﭘﺪا ﻟ‪ ‬ﺗﯚڕی ﻣﯿﺪﯾﺎﯾﯽ ڕوداو ﭼ‪‬ﻧﺪ ﻛ‪‬ﺳﺎﻧ‪‬ﻚ ﺑﮫ‪‬ﻨ‪‬ﺘ‪ ‬ﺑ‪‬رﻧﺎﻣ‪‬ﻛ‪ ‬و ھ‪‬ﻣﻮو ﺋ‪‬م ﻛ‪‬ﺳﺎﻧ‪‬ش ﺧ‪‬ﺳﻠ‪‬ﺗ‪‬ﻛﺎﻧﯽ ﺑﺰﻧﺴــــﯿﺎن‬ ‫ﺗﯿﺎدا ﺑﻮو‪ ،‬ﮔﯚﭬﺎری ﺋﯿﻜﯚﻧﯚﻣﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ ﻟ‪ ‬ﭼﺎوﭘ‪‬ﻜ‪‬وﺗﻨ‪‬ﻜﯽ ﺗﺎﯾﺒ‪‬ﺗﺪا ﻟ‪‬ﮔ‪‬ڵ ھ‪‬ردوو ﭘ‪‬ﺸـــــﻜ‪‬ﺷﻜﺎری ﺑ‪‬رﻧ‪‬ﻣ‪‬ﻛ‪) ‬ﺋﺎوارە ﺑ‪‬ﺧﺘﯿﺎر و‬ ‫ﻣﺤ‪‬ﻣ‪‬د ﻋ‪‬ﺑﺪو‪‬ﻼ( ﺑ‪ ‬ﺷ‪‬ﻮەی ﭘﺮﺳﯿﺎر و وەﻻم ﮔﺮﻧﮕﺘﺮﯾﻦ زاﻧﯿﺎری ﺑﯚ ﺧﻮ‪‬ﻨ‪‬راﻧﯽ دەﺧﺎﺗ‪ ‬ڕوو‪:‬‬ ‫ ﺋﯿﻜﯚﻧﯚﻣﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬بۆﭼﯽ ﺋ‪‬و ﻧﺎوەﺗﺎن ھ‪‬ﻟﺒﮋارد؟‬‫ﺋﺎوارە ﺑ‪‬ﺧﺘﯿﺎر‪ :‬ڕاﮔ‪‬ﯾﺎﻧﺪﻧﯽ ھ‪‬ﻟﯽ ﻛﺎر ﻟ‪ ‬ﭘ‪‬ۆﺳـ‪‬ی داﻣ‪‬زراﻧﺪن‬ ‫ﻟ‪‬ﻻﯾ‪‬ن ھ‪‬ر دەزﮔﺎ و داﻣ‪‬زراوەﯾ‪‬ﻛ‪‬وە ﺳـــ‪‬رەﺗﺎ داوای ﺳـــﯿﭭﯽ‬ ‫دەﻛﺮ‪‬ﺖ‪ ،‬ﮐ‪‬واﺗ‪ ‬ﺳــــﯿﭭﯽ ﺑ‪‬ﺷــــ‪‬ﮑﯽ زۆر ﮔﺮﻧﮕ‪ ‬ﻟ‪ ‬ﭘ‪‬ۆﺳــــ‪‬ی‬ ‫داﻣ‪‬زراﻧﺪﻧﯽ ﮐ‪‬ﺳ‪‬ﮐ‪.‬‬ ‫ﻧﺎوی ﺑ‪‬رﻧﺎﻣ‪‬ﮐ‪‬ی ﺋﯿﻤ‪ THE CV ‬ﺑﻮو و ھ‪‬ر ﭘﯿﺘﯿﮑـــــــــــــــــــﯽ‬ ‫ﻣﺎﻧﺎﯾ‪‬ﮐـــــــــــﯽ ﺗﺎﯾﺒ‪‬ﺗــــــــــــﯽ ﺧﯚی ھ‪‬ﯾ‪ .‬و ﺋ‪‬م ﻣﺎﻧﺎﯾﺎﻧ‪ ‬ﺋ‪‬و‬ ‫ﺗﺎﯾﺒ‪‬ﺗﻤ‪‬ﻧﺪﯾﺎﻧ‪‬ن ﮐ‪ ‬دەﺑﯿﺖ ﻟ‪ ‬ﺋ‪‬و ﮐ‪‬ﺳــــــــــــــــــــ‪‬ی ﮐ‪ ‬ﺋﯿﻤ‪‬‬ ‫ھ‪‬ﻟﻤﺎﻧﺪەﺑﮋارد ھ‪‬ﺑﯿﺖ‬ ‫)‪ (T‬ﻛﻮرﺗﻜﺮاوەی ‪ TEAM WORKER‬واﺗﺎ ﮐ‪‬ﺳــــــــ‪‬ﮏ ﺑﺘﻮاﻧ‪‬ﺖ ﺑ‪‬‬ ‫ﮔـــــــــــــــﺮوپ ﮐﺎر ﺑﮑﺎت‪(H) ،‬ﺑﯚ ‪ HONESTY‬دەﮔ‪‬ﯾﺘ‪‬وە ﺋ‪‬وەش‬ ‫ﺧﺎﺳــــﯿ‪‬ﺗﯿﮑﯽ دﯾﮑ‪‬ی ﻣﺮۆﭬ‪ ‬ﮐ‪ ‬ﻟ‪ ‬ﺷــــﻮﯾﻨﯿﮏ ﮐﺎر دەﮐﺎت دەﺑ‪‬‬ ‫ﮐ‪‬ﺳﯿﮑﯽ راﺳﺘﮕﻮ ﺑﯿﺖ‪.‬‬ ‫)‪ Entrepreneur (E‬واﺗﺎ ﮐ‪‬ﺳﯿﮏ ﺑﯿﺖ دەﺳﺘﭙﯿﺸـــــــﺨ‪‬ر ﺑﯿﺖ و‬ ‫ﺑﺘﻮاﻧﯿﺖ )‪ (idea‬دروﺳـــــــــﺖ ﺑﮑﺎت دەﺳـــــــــﺖ‪(C) ،‬ﻛﻮرﺗﻜﺮاوەی‬ ‫)‪ (Creative‬واﺗﺎ دەﺑﯽ ﮐ‪‬ﺳﯿﮏ ﺑﯿﺖ ﺑﺘﻮاﻧﯿﺖ دەﺳﺖ ﻧ‪‬ﺧﺸــﯿﻦ و‬ ‫دەﺳــﺖ رەﻧﮕﯿﻦ ﺑﯿﺖ ﻟ‪ ‬ﮐﺎرەﮐﺎﻧﯿﺪا و ﭘ‪‬ﻧﭽ‪ ‬ﻣﻮری ﺧﻮی ﻟ‪ ‬ﺳــ‪‬ر‬

‫ﮐﺎرەﮐ‪ ‬داﺑﻨﯿﺖ و ﺑﻠﯿﺖ ﻣﻦ ﺋ‪‬و ﮐﺎرەم ﮐﺮددوە‪ (V) ،‬ﭘﯿﻮﯾﺴـــــــــﺖ‬ ‫دەﮐﺎت ﺋ‪‬و ﮐ‪‬ﺳــــــــــــ‪‬ی ﺋﯿﻤ‪ ‬ﺑ‪ ‬دواﯾﺪا دەﮔ‪‬راﺋﯿﻦ‪Visionary‬‬ ‫دورﺑﯿﻦ ﺑﯿﺖ وﺑﯿﺮﻛﺮدﻧ‪‬وەﻛﺎﻧﯽ دوور ھﺎو‪‬ﮋﺗﺮ ﺑﯿﺖ‪.‬‬ ‫ ﺋﯿﻜﯚﻧﯚﻣـﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﺗﺎ ﺟ‪‬ﻧﺪ ﺗﻮاﻧﯿﺘﺎن ﺋﺎﻣﺎﻧﺠ‪‬ﮐﺎﻧــﯽ ﺧﻮﺗﺎن‬‫ﺑ‪ ‬دی ﺑﮫﯿﻨﻦ؟‬ ‫ﻣﺎﻣﯚﺳــــــﺘﺎ ﻣﺤ‪‬ﻣ‪‬د‪ :‬ﺳــــــ‪‬رەﺗﺎ ﺋﺎﻣﺎﻧﺠﻤﺎن دروﺳــــــﺖ ﮐﺮدﻧﯽ‬ ‫ﭘـــﺮۆﮔــــﺮاﻣﯿﮏ ﺑﻮو ﺑ‪ ‬ﻧﺎوی ‪ THE CV‬ﻛ‪ ‬ﻟ‪ ‬ﻣﺎوی ﭼ‪‬ﻧﺪ وەرز‪‬ﮏ‬ ‫ﭘ‪‬ﺧﺶ ﺑﻜﺮ‪‬ﺖ و ﭘﯿﺸـﺎﻧﯽ ﺑﯿﻨ‪‬ری ﺑﺪەﯾﻦ و ﻟ‪‬م ڕ‪‬ﮕ‪‬ﯾ‪‬وە ﺧ‪‬ﻟﮏ‬ ‫ڕاﺑﮑ‪‬ﺸـــــــــــﯿﻦ ‪ ،‬ﺋ‪‬م ﭘ‪‬وﮔﺮاﻣ‪ ‬دەروازەﯾ‪‬ک ﺑﻮ ﺑﯚ ﮐﺎر‪‬ﮑﯽ زۆر‬ ‫ﮔ‪‬ورەﺗﺮ‪ ،‬ﺋ‪‬وﯾﺶ دروﺳـــــــــــــــــــــﺘﻜﺮدﻧﯽ ﺋ‪‬ﮐﺎدﯾﻤﯿﺎ ﺑﻮو‪ ،‬ﻟ‪‬م‬ ‫ﺋ‪‬ﻛﺎدﯾﻤﯿﺎﯾ‪‬دا ﺋﺎﻣﺎﻧﺠﻤﺎن ﭘ‪‬ﮕ‪‬ﯾﺎﻧﺪﻧـــــــــــــــﯽ ھﺎو‪‬ﺗﯿﺎن ﺑﻮو ﺑ‪‬‬ ‫ﺷ‪‬ﻮﯾﻮﮐﯽ زاﻧﺴــــــــــــــﺘﯽ ﻟ‪ ‬ﺑﻮاری )ﻣﺎﻧﯿﺠﻤﯿﻨﺖ ‪ ،‬ﺑ‪‬رﯾﯚەﺑﺮدن ‪،‬‬ ‫ﺋ‪‬ﮐﺎوﻧﺘﯿﻨﮓ ‪ ،‬رﯾﺮﯾﺸﯿﻦ ﺷﯿﭗ ‪ ،‬ﻣﺎرﮐﯿﺘﯿﻨﮓ و ﺑ‪ ‬ﺑﺎزاڕ ﮐﺮدن(‪،‬‬ ‫ﺑ‪‬م ﻧ‪‬ﻣﺎن ﺗﻮاﻧﯽ ﺋ‪‬ﻛﺎدﯾﻤﯿﺎﯾ‪‬ﻛ‪ ‬دروﺳــــــــــﺖ ﺑﻜ‪‬ﯾﻦ‪ ،‬ﺑ‪‬ﻜﻮ‬ ‫ﺋ‪‬وەی ﺗﻮاﻧﯿﻤﺎن ﻟ‪ ‬ڕ‪‬ﮕ‪‬ی ﭘﺮۆﮔﺮاﻣ‪‬ﻛ‪ ‬دروﺳـــــــــــــــــﺘﻜﺮدﻧﯽ‬ ‫دەروازەﯾ‪‬ك ﺑﻮو ﻟ‪ ‬ﭘ‪‬ﻨﺎو دروﺳـــــــــــــــﺘﻜﺮدﻧﯽ ﺋ‪‬ﻛﺎدﯾﻤﯿﺎﻛ‪ ‬ﻟ‪‬‬ ‫داھﺎﺗﻮودا‪.‬‬

‫‪24 l ECONOMY MAGAZINE JAN/FEB 2016‬‬

‫ ﺋﯿﻜﯚﻧﯚﻣــــــــﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﺑﯚﭼــــــــﯽ ﻧ‪‬ﺗﺎﻧﺘﻮاﻧــــــــﯽ ﺋﺎﻣﺎﻧﺠ‪‬‬‫ﺳ‪‬رەﮐﯿ‪‬ﮐ‪‬ی ﺧﯚﺗﺎن ﺑﭙ‪‬ﮑﻦ؟‬ ‫ﺋ‪‬و ﭘ‪‬ﯾﺎﻣ‪ ‬ﺷﺎراوە ﺋﺎراﺳـﺘ‪‬ی ﻻﯾ‪‬ﻧ‪ ‬ﭘ‪‬ﯾﻮەﻧﺪﯾﺪارەﮐﺎﻧﯽ ﺣﮑﻮﻣﯽ‬ ‫و ﮐ‪‬رﺗـــــــﯽ ﺗﺎﯾﺒ‪‬ت ﺑﻮو و ﺗﯿﺎﯾﺪا ﮐﯚﻣ‪‬ﻟﯿﮏ ﺑﺎﺑ‪‬ﺗﻤﺎن وروژاﻧﺪ ﮐ‪‬‬ ‫ﭼﻮن دﯾـﺰاﯾﻨـﯽ دراوی ﮐﻮردی دەﮐــﺮ‪‬ﺖ‪ ،‬ﺟﮕ‪ ‬ﻟ‪ ‬واﻧ‪‬ش ھ‪‬ﻧﺪ‪‬ﮏ‬ ‫ﭘ‪‬ﯾﺎﻣﯽ ﺗﺮﯾﺸــــﻤﺎن ھ‪‬ﺑﻮو‪ ،‬ﺑﯚ ﻧﻤﻮﻧ‪ ‬ھ‪‬ر ﺋ‪‬ﻘ‪‬ﯾ‪‬ك ﭘ‪‬ﯾﺎﻣ‪‬ﮑﯽ‬ ‫ﺗﺎﯾﺒ‪‬ﺗﯽ ﺑ‪ ‬ﺧﯚوە ﮔﺮﺗﺒﻮو‪ ،‬ﺋ‪‬ﺳﻠﯽ ﺑﺎﺑ‪‬ﺗ‪‬ﻛ‪ ‬ﺋ‪‬وەﯾ‪ ‬ﺑﯚﭼﯽ ﻧ‪‬ﺗﺎن‬ ‫ﺗﻮاﻧﯽ ﺋﺎﻣﺎﻧﺠ‪ ‬ﺳ‪‬رەﻛﯿ‪‬ﻛ‪ ‬ﺑﭙ‪‬ﻜﯿﻦ؟‬ ‫ﯾ‪‬ﻛ‪‬ﻚ ﻟ‪ ‬ھﯚﮐﺎرەﮐﺎن ﺋ‪‬وﯾ‪ ‬ﻛ‪ ‬ﭘـــﺮۆﮔــــﺮاﻣ‪‬ﻜــــﯽ ﺗﺎزە ﺑﻮو ﻟ‪‬‬ ‫ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـــــــﺘﺎن ﺧ‪‬ﻟﮑﯿﮑﯽ زۆر ﮐ‪‬م ﺑ‪ ‬وە راھﺎﺗﺒﻮون ﮐ‪‬‬ ‫ﺑﺘﻮاﻧﯿﺖ ﺧﻮی ﻟ‪ ‬ﭼﻮارﭼﯿﻮەی ﭘﺮۆﮔﺮاﻣﯿﮑﺪا ﺑﺒﯿﻨﯿﺘ‪‬وە‪ ،‬ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ﺗـﯽ‬ ‫ﮔ‪‬ﻧﺠ‪‬ﻛﺎن ﺗﺎﻛﻮ ﺋ‪‬ﺴﺘﺎ دەرﻓ‪‬ﺗ‪‬ﻜﯽ وای ﺑﯚ ﻧ‪‬ڕەﺧﺴﺎوە‪ ،‬ھ‪‬روەھﺎ‬ ‫ﺑﻮوﻧﯽ ﮐﯚﻣ‪‬ﯿﮏ ﮐﯿﺸـــــ‪‬و ﮔﺮﻓﺖ ﻟ‪ ‬رووی ﺗ‪‬ﮐﻨﯿﮑﯽ و ﭼﯚﻧﯿ‪‬ﺗﯽ‬ ‫دەرھﯿﻨﺎﻧـﯽ ﭘـﺮۆﮔـﺮاﻣ‪‬ﮐ‪ ،‬ھﺎوﻛﺎت ﻗ‪‬ﯾـﺮاﻧـﯽ داراﯾـﯽ ﺣﮑﻮﻣﻮﺗـﯽ‬ ‫ھ‪‬رﯾﻤﯽ ﮐﻮردﺳـــﺘﺎن و داﺑ‪‬زﯾﻨﯽ ﻧﺮﺧﯽ ﻧ‪‬وت و ﺷـــ‪‬ڕی داﻋﺶ‬ ‫ھ‪‬ﻣﻮو ﺑﺰﻧﺲ و ﮐﺎر‪‬ﮑﯽ ﻟ‪ ‬ﮐﻮردﺳـــــﺘﺎن ڕاﮔﺮت و ﺑ‪‬رەو دواوەی‬ ‫ﺑﺮد‪ ،‬ھ‪‬ﻣﻮو ﺋ‪‬ﻣﺎﻧ‪ ‬ھﯚﻛﺎر ﮔ‪‬ﻟ‪‬ﻚ ﺑﻮون ﺑﯚ وەﺳــﺘﺎﻧﯽ ﭘﺮۆﮔﺮاﻣﯽ‬ ‫‪THE CV‬‬

‫ﺋﯿﻜﯚﻧﯚﻣﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﮐ‪‬ی دەﺳــــــــــــــــــﺖ ﺑ‪ ‬وەرزی دووەم‬‫دەﮐ‪‬ﻧ‪‬وە؟‬ ‫ﻣﺎﻣﯚﺳﺘﺎ ﻣﺤ‪‬ﻣ‪‬د‪ :‬ﺑ‪‬رﻧﺎﻣ‪‬ی ‪ THE CV‬ﺗﺎﮐﻮ ﺋ‪‬ﺴــــــــــــــــــﺘﺎ ﻟ‪‬‬ ‫ڕاﮔ‪‬ﯾﺎﻧﺪﻧـﯽ ﮐﻮردﯾﺪا ﭘـﺮ داھﺎت ﺗــﺮﯾﻦ ﺑ‪‬رﻧﺎﻣ‪ ‬ﺑﻮوە و ﻟ‪ ‬رﯾﮕ‪‬ی‬ ‫ﺳﭙﯚﻧﺴـــــــــ‪‬رەﮐﺎﻧﯿ‪‬وە زۆرﺗﺮﯾﻦ داھﺎﺗﯽ ھ‪‬ﻨﺎوەﺗ‪ ‬ﻛ‪‬ﻧﺎ‪‬ﻛ‪ ‬و‬ ‫ھ‪‬ﺗﺎ ﺋ‪‬ﺴـــــــــﺘﺎش ﭘ‪ ‬ﻣ‪‬ﺳﺮەف ﺗﺮﯾﻦ ﺑ‪‬رﻧﺎﻣ‪ ‬ﺑﻮوە ﻟ‪ ‬ﻣﺎوی ‪٢٣‬‬ ‫ﺳــــــﺎ‪‬ﯽ ڕاﺑﺮدووی ﻣ‪‬ﺪﯾﺎی ﻛﻮردﯾﺪا‪ ،‬دەﺳــــــﭙ‪‬ﻜﺮدﻧ‪‬وەی وەرزی‬ ‫دووەﻣـﯽ ﭘـ‪‬وﮔـﺮاﻣ‪‬ﮐ‪ ‬ﭘ‪‬ﯾﻮەﻧﺪی ﺑ‪ ‬ﺑﺎش ﺑﻮﻧــﯽ ﺑﻮاری ﺋﺎﺑﻮری‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 25‬‬

‫وﻻت ھ‪‬ﯾ‪ ،‬ھ‪‬ر‪‬ﻤﯽ ﻛﻮردﺳـــــﺘﺎن ﺑ‪ ‬ﻗ‪‬ﯾﺮاﻧ‪‬ﮑﯽ داڕاﯾﯽ ﺧﺮاﭘﺪا‬ ‫ﺗ‪‬ﺪەﭘ‪‬رﯾﺖ‪ ،‬ﻓ‪‬رﻣﺎﻧﺒ‪‬ران ﭼ‪‬ﻧﺪ ﻣﺎﻧﮕ‪‬ﮑ‪ ‬ﻣﻮﭼ‪‬ﯾﺎن ورﻧ‪‬ﮔــــﺮﺗﻮە‪،‬‬ ‫ﺑﯚﯾ‪ ‬دەﺳﺘﭙ‪‬ﻜﺮدﻧ‪‬وەی وەرزی دووەﻣﯽ ﺑ‪‬رﻧﺎﻣ‪‬ﻛ‪ ‬ﭘ‪‬ﯾﻮەﻧﺪی ﺑ‪‬‬ ‫ﺑﺎش ﺑﻮﻧﯽ ﺑﺎر و ﮔﻮزەراﻧﯽ ﻻﯾ‪‬ﻧﯽ ﺋﺎﺑﻮری ﮐﻮﻣ‪‬ﮕﺎی ﮐﻮردﺳـﺘﺎن‬ ‫ھ‪‬ﯾ‪.‬‬ ‫ ﺋﯿﻜﯚﻧﯚﻣﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﺋﺎﯾﺎ ﮐﻮﻧﺴﯿﭙﺘﯽ ﭘ‪‬ۆﮔﺮاﻣ‪‬ﮐ‪ ‬دەﮔﯚرن؟‬‫ﻣﺎﻣﯚﺳـــــﺘﺎ ﺋﺎوارە‪ :‬ﺋﺎﻣﺎﻧﺞ و ﭘﻼﻧﯽ ﭘﺮۆﮔﺮاﻣ‪‬ﻛ‪ ‬دروﺳـــــﺘﻜﺮدﻧﯽ‬ ‫ﺋ‪‬ﻛﺎدﯾﻤﯿﺎ‪‬ﻜﯽ ﻓ‪‬ﺮﺑﻮون ﺑﻮو ‪ ،‬ﺑ‪‬م ﻟ‪‬واﻧ‪‬ﺷـ‪ ‬ڕەھ‪‬ﻧﺪی ﺗﺮی ﺑﯚ‬ ‫زﯾﺎد ﺑﻜ‪‬ﯾﻦ و ﺑﻜﺮ‪‬ﺘ‪ ‬دوو ڕەھ‪‬ﻧﺪی‪ ،‬وەﻛﻮ ﺗﯿﯚری و ﭘﺮاﻛﺘﯿﻜﯽ‪ ،‬ﺑﯚ‬ ‫ﻧﻤﻮﻧ‪ ‬ﻟ‪ ‬ڕووی ﺗﯿﯚرﯾ‪‬وە ﺳـــــــﯿﻤﯿﻨﺎر ﻟ‪‬ﺳــــــــ‪‬ر ﺗ‪‬وەرەﻛﺎن ﺑﯚ‬ ‫ﻛﺎﻧﺪﯾﺪەﻛﺎن ﺑﻜ‪‬ﯾﻦ ‪ ،‬ﺋﯿﻨﺠﺎ ﻻﯾ‪‬ﻧﯽ ﭘﺮاﻛﺘﯿﻜﯽ ﺋ‪‬ﻧﺠﺎم ﺑﺪەﯾﻦ‪.‬‬ ‫ ﺋﯿﻜﯚﻧﯚﻣﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﺗﺎ ﭼ‪‬ﻧﺪ ﻟ‪ ‬ﮐﺎﻧﺪﯾﺪاﻧﯽ ﺑ‪‬ﺷـــــــــــﺪارﺑﻮی‬‫وەرزی ﯾ‪‬ﮐ‪‬م ڕازی ﺑﻮون؟‬ ‫ﻣﺎﻣﯚﺳﺘﺎ ﻣﺤ‪‬ﻣ‪‬د‪ :‬ﭘ‪‬ﺶ دەﺳـﺘﭙ‪‬ﻜﺮدﻧﯽ ﺑ‪‬رﻧﺎﻣ‪‬ﻛ‪ ‬ﻟ‪ ‬ﻣﺎوەﯾ‪‬ﮐﯽ‬ ‫دﯾﺎرﯾﮑﺮاودا ﻟ‪ ‬ﮐ‪‬ﻧﺎﻟﯽ ڕوداو ھ‪‬ﺳﺘﺎﯾﻦ ﺑ‪ ‬داواﮐﺮدﻧﯽ ﺑ‪‬ﺷـﺪار ﺑﻮ‬ ‫ﭘﺮۆﮔﺮاﻣ‪‬ﮐ‪‬ﻣﺎن‪ ،‬م ﻣﺎوە دﯾﺎرﯾﻜﺮاوەدا ‪ ٢٧٤٢‬ھ‪‬زار ﺳــﯽ ﭬﯽ‬ ‫ھﺎت ﺑﯚ ﭘ‪‬ۆﮔﺮاﻣﯽ ‪ THE CV‬ﺳــــــــــﯽ ﭬﯽ ھﺎت دوای ﺋ‪‬وەی ﺑ‪‬‬ ‫ﻓﻠﺘ‪‬راﯾﺰﯾﺸﻦ ﮐﺮا و ﺑ‪ ‬ﮐﻮﻣ‪‬ﻟ‪‬ﮏ ﻓﻠﺘﺮدا ﺗﯿﭙ‪‬ڕی‪ ،‬دواﺟﺎر ‪ ٥٦‬داﻧ‪‬‬ ‫ﺳﯿﭭﯽ زۆر ﺑ‪ ‬ھ‪‬ﺰ ھ‪‬ﻟﺒﮋ‪‬ﺮدران‪ ،‬ﺋ‪‬وﯾﺶ دۆای ﺋ‪‬وەی ﻟ‪ ‬ڕ‪‬ﮕ‪‬ی‬ ‫ﻟﯿﮋﻧ‪‬ﯾ‪‬ﻛ‪‬وە ﻛ‪ ‬ﭼ‪‬ﻧﺪﯾﻦ دﻛﺘﯚر و ﻛ‪‬ﺳﺎﻧﯽ ﭘﺴـــــﭙﯚڕی ﺗ‪‬ﺪا ﺑﻮو‪،‬‬ ‫ھ‪‬ﺴ‪‬ﻧﮕﺎﻧﺪﻧﯿﺎن ﺑﯚ ﻛﺮا‪ .‬ﺑ‪ ‬ﺷﯿﻮەﯾ‪‬ﮐﯽ ﮔﺸـﺘﯽ ﻛﺎﻧﺪﯾﺪەﮐﺎن زۆر‬ ‫ﺑﺎش ﺑﻮون‪ ،‬ﭼﻮﻧﻜ‪ ‬ﺑﯚ ﯾ‪‬ﻛ‪‬ﻣﺠﺎر ﺑﻮو ﺑ‪‬رﻧﺎﻣ‪‬ﯾ‪‬ﻛـﯽ وا ﻟ‪ ‬ﻣﯿﺪﯾﺎی‬ ‫ﻛﻮردﯾﺪا ﭘ‪‬ﺸـﻜ‪‬ش ﺑﻜﺮ‪‬ﺖ ﻛ‪ ‬ﭘ‪‬ﺸــﺘﺮ ﺋ‪‬و ﻛﺎرە ﻟ‪ ‬ھﯿﭻ ﻛ‪‬ﻧﺎﻟ‪‬ﻚ‬ ‫ﺋ‪‬ﻧﺠﺎم ﻧ‪‬درا ﺑﻮو‪ ،‬ﺑﯚﯾ‪ ‬ﺑ‪‬ﺷـــــﺪارﺑﻮوان ﺳـــــ‪‬رەﺗﺎ ﺷــــــﺎرەزای‬ ‫ﺑ‪‬رﻧﺎﻣ‪‬ﻛ‪ ‬ﻧ‪‬ﺑﻮون‪ ،‬ﺑ‪‬م دواﺗﺮ ﺷـــﺎرەزاﯾﯿﺎﯾﯿﺎن دروﺳـــﺖ ﻛﺮد و‬ ‫زۆر ﺟﻮان ﺋ‪‬دای ﻛﺎرەﻛﺎﻧﯿﺎن دەﻛﺮد‪.‬‬

‫ ﺋﯿﻜﯚﻧﯚﻣــــــــــــــﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﺟﮕ‪ ‬ﻟ‪ ‬ﺑ‪‬رﻧﺎﻣ‪‬ی ‪ THE CV‬ھﯿﭻ‬‫ﭘ‪‬ۆژەﯾ‪‬ﮐﯽ ﺗﺮی ﻣﯿﺪﯾﺎﯾﺘﺎن ھ‪‬ﯾ‪ ‬؟‬ ‫ﻣﺎﻣﯚﺳـــــﺘﺎ ﺋﺎوارە‪ :‬ﺑ‪‬رﻧﺎﻣ‪‬ی ‪ THE CV‬ﻟ‪ ‬ﺗﯚڕی ﻣﯿﺪﯾﺎﯾﯽ روداو‬ ‫ﺑﺮﯾﺘﯽ ﺑﻮ ﻟ‪ ١٤ ‬ﺋ‪‬ﻘ‪‬ی ﺗ‪‬ﻟ‪‬ﭬﺰﯾﻮﻧﯽ ﻛ‪ ‬دەﯾﮑـﺮد ﺑ‪ ١٤ ‬ھ‪‬ﻓﺘ‪،‬‬ ‫ﻟ‪ ‬زۆرﺑ‪‬ی ﺋ‪‬ﻟﻘ‪‬ﻛﺎﻧﺪا ﻛﺎرﻣﺎن ﻟ‪‬ﺳ‪‬ر ﺳﻮﭘﺮاﯾﺰ دەﻛﺮد‪ ،‬ھ‪‬روەھﺎ‬ ‫ﻛﯚﻣ‪‬ﻟ‪‬ﻚ ﭘﺮۆﮔﺮاﻣﯽ ﺗﺮﯾﺸــــــــــــــــــــــــــﻤﺎن ﻟ‪‬ﺑ‪‬ر دەﺳﺘﺪا ﺑﻮو‪،‬‬ ‫ﭘﺮۆﮔﺮاﻣ‪‬ﻛﺎﻧﯿﺶ )ﺑﺰﻧﺴـــﯽ و ﺳ‪‬رﮔ‪‬رﻣﯽ( ﺑﻮون‪ ،‬واﺗﺎ ﺋﺎﻣﺎﻧﺠﻤﺎن‬ ‫ﺋ‪‬وە ﺑﻮو ﻟ‪ ‬ﭘـــــﺮۆﮔـــــﺮاﻣ‪‬ﻛ‪‬دا ھ‪‬م زاﻧﯿﺎری ﺑ‪‬ﺧﺶ ﺑﯿﻦ‪ ،‬ھ‪‬م‬ ‫ﺳ‪‬رﮔ‪‬رﻣﯽ ﺑﯿﻦ‪.‬‬ ‫ ﺋﯿﻜﯚﻧﯚﻣﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﺋﺎﯾﺎ ﺋ‪‬و ﭘ‪‬ۆژاﻧ‪‬ی ﮐ‪ ‬ﻣﺎﻣﻮﺳــــــﺘﺎ ﺋﺎوارە‬‫ﺑﺎﺳﯽ ﻟ‪‬ﻮە دەﮐﺎت ھ‪‬ر ﻟ‪ ‬ﺗﯚری ﻣﯿﺪﯾﺎﯾﯽ ڕوداو دا دەﺑﻦ؟‬ ‫ﻣﺎﻣﯚﺳــــــــــــــــﺘﺎ ﻣﺤ‪‬ﻣ‪‬د‪ :‬ﻣ‪‬رج ﻧﯿ‪ ‬ھ‪‬ﻣﻮو ﺋ‪‬و ﭘ‪‬ۆژاﻧ‪ ‬ﺗ‪‬ﻧﮫﺎ‬ ‫ﭘ‪‬ﯾﻮەﺳﺖ ﺑ‪‬ﺖ ﺑ‪ ‬ڕوداو‪ ،‬ﯾﺎﺧﻮد ﺗ‪‬ﻧﮫﺎ ﻟ‪ ‬ڕوداو ﭘ‪‬ﺸـﻜ‪‬ش ﺑﻜﺮ‪‬ﺖ‪،‬‬ ‫ﺑ‪‬ﻜﻮ ھ‪‬ر ﯾ‪‬ﻛ‪‬ﻚ ﻟ‪‬و ﭘـــ‪‬ۆژە و ﺑﯿـــﺮۆﻛﺎﻧ‪‬ی ﻛ‪ ‬ھ‪‬ﻣﺎﻧ‪ ‬ڕەﻧﮕ‪‬‬ ‫ھ‪‬ﮕﺮی ﭘ‪‬ﻨﺎﺳـــــ‪‬ی ﺟﯿﺎواز ﺑﻦ‪ ،‬ﺑﯚ ﻧﻤﻮﻧ‪ ‬ﻟ‪‬واﻧ‪‬ﯾ‪ ‬ﭘ‪‬ۆﮔﺮاﻣ‪‬ﻜﯽ‬ ‫ﻛﯚﻣ‪‬ﻻﯾ‪‬ﺗﯽ ﯾﺎﺧﻮد وەرزﺷــــﯽ ﯾﺎن ھﺘﺪ‪ ...‬ﺑﻦ‪ ،‬ﻟ‪‬واﻧ‪‬ﯾ‪ ‬ﻟ‪ ‬ڕوداو‬ ‫ﭘ‪‬ﺸﻜ‪‬ﺷﯽ ﺑﻜ‪‬ﯾﻦ ﯾﺎن ھ‪‬ر ﻛ‪‬ﻧﺎﻟ‪‬ﻜﯽ ﺗﺮ‪.‬‬ ‫ ﺋﯿﻜﯚﻧﯚﻣــﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﻟ‪ ‬رووی ھﻮﻧ‪‬رﯾﯿ‪‬وە ﺋﺎﯾﺎ ڕوداو ﺗﻮاﻧــﯽ‬‫ﺋﺎﻣﺎﻧﺠﯽ ﺋ‪‬ﻮە وەک ﺧﯚی ﺑ‪‬دی ﺑ‪‬ﻨ‪‬ﺖ‪.‬؟‬ ‫ ﻣﺎﻣﯚﺳﺘﺎ ﺋﺎوارە‪ :‬ﺋ‪‬وەی ﭘ‪‬ﯾﻮەﻧﺪی ﺑ‪ ‬ﮐﻮاﻟﯿﺘﯽ ﮐﯚی ﮔﺸــــــــﺘﯽ‬‫ﺑ‪‬رﻧﺎﻣ‪‬ﮐ‪‬وە ھ‪‬ﯾ‪ ‬ﺗﺎ ﭼ‪‬ﻧﺪ ﺗﻮاﻧـــﯿﻤﺎن ﭘ‪‬ﯾﺎﻣ‪‬ﮐ‪ ‬ﺑﮕ‪‬ﯾــــﻨــــﯿﻦ؟‬

‫دەﺗﻮاﻧﻢ ﺑ‪‬ﻢ ﺑ‪‬رھ‪‬م ھ‪‬ﻨﺎﻧـــــــﯽ ﺑ‪‬رﻧﺎﻣ‪‬ﯾ‪‬ﮐــــــــﯽ ﻟ‪‬م ﺟﯚرە‬ ‫ﺷــﯚڕﺷـــ‪‬ﮏ ﺑﻮو ﻟ‪ ‬ﻣﯿﺪﯾﺎی ﮐﻮردﯾﺪا ‪ ،‬روداو ﺑ‪ ‬ﭘﯿﯽ ﺋ‪‬و ﺗﻮاﻧﺎﯾ‪‬ی‬ ‫ﮐ‪ ‬ھ‪‬ﯾﺎن ﺑﻮو ﺗﻮاﻧﯽ ﺑ‪‬ﺑﺎﺷـﺘﺮﯾﻦ و ﺟﻮاﻧﺘﺮﯾﻦ ﺷـ‪‬ﻮاز ﺑ‪‬رﻧﺎﻣ‪‬ﮐ‪‬‬ ‫ﺑ‪‬رھ‪‬م ﺑﮫ‪‬ﻨﯿﻦ‪ ،‬ﺑ‪ ‬واﺗﺎ‪‬ﻜﯽ ﺗﺮ ﺗﺎﮐﻨﯿﮑﯽ ڕوداو ﻟ‪ ‬ﺋﺎﺳــﺘ‪‬ﻜﯽ زۆر‬ ‫ﻟ‪‬وە ﺑﺎﺷــــــﺘﺮ داﯾ‪ ‬ﻛ‪ ‬ﺑﺘﻮاﻧﻦ ﺑ‪‬رﻧﺎﻣ‪‬ﯾ‪‬ﮐﯽ ﻟ‪‬م ﺟﻮرە ﺑ‪‬رھ‪‬م‬ ‫ﺑﯿﻨﯿﻦ‪.‬‬ ‫ ﺋﯿﻜﯚﻧﯚﻣﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‪ :‬ﺋﺎﯾﺎ ﻣﯿﺪﯾﺎی ﮐﻮردی ﺗﺎ ﭼ‪‬ﻧﺪ ﭘﯿﻮﯾﺴــــــﺘﯽ‬‫ﺑ‪‬و ﺟﻮرە ﺑ‪‬رﻧﺎﻣﺎﻧ‪ ‬ھ‪‬ﯾ‪‬؟‬ ‫ﻣﺎﻣﯚﺳـــــــﺘﺎ ﻣﺤ‪‬ﻣ‪‬د‪ :‬ﻣﯿﺪﯾﺎی ﮐﻮردی ﺗﻮﻗﯽ ﮔﺮﺗﻮوە ﻟ‪ ‬ﺳـــــــ‪‬ر‬ ‫ﭘﺮۆﮔﺮاﻣﯽ ﺳﯿﺎﺳﯽ‪ ،‬ﺧ‪‬ﻟﮏ ﺑ‪ ‬ڕاﺳﺘﯽ ﭘ‪‬ﻮﯾﺴــــــــﺘﯽ ﺑ‪‬وەرﮔﺮﺗﻨﯽ‬ ‫زاﻧﯿﺎری ھ‪‬ﯾ‪ ‬و ﭘ‪‬ﻮ‪‬ﺴــــــــﺘ‪ ‬ﻓ‪‬ﺮ ﺑ‪‬ﺖ ‪ ،‬ھ‪‬روەھﺎ ﭘ‪‬ﻮﯾﺴـــــــــﺘ‪‬‬ ‫ﺗ‪‬ﻟ‪‬ﭬـﺰﯾﯚﻧﻤﺎن ﺑﯚ ﭘ‪‬روەردەﻛــﺮدﻧــﯽ ﻣﻨﺪا‪‬ن ھ‪‬ﺑ‪‬ﺖ‪ ،‬ﻟ‪ ‬ھ‪‬ﻣﺎن‬ ‫ﻛﺎﺗﺪا ﭘ‪‬ﻮﯾﺴــــــــــــــﺘ‪ ‬ﻛ‪‬ﻧﺎﻟﯽ ﺗﺎﯾﺒ‪‬ت ھ‪‬ﺑﯿﺖ ﺧﺰﻣ‪‬ت ﺑ‪ ‬ﺗﻮ‪‬ﮋی‬ ‫ﮔ‪‬ﻧﺠﺎن ﺑﻜﺎت‪ ،‬ﺑ‪ ‬داﺧ‪‬وە ﻣﯿﺪﯾﺎی ﮐﻮردی ﻛﺎر ﻟ‪ ‬ﺳ‪‬ر ﺋ‪‬وە دەﮐﺎت‬ ‫ﮐ‪ ‬ﭼﯚن ﺗﺎک ﺗﻮڕە ﺑﮑﺎت ﻟ‪ ‬ﻧ‪‬ﺑﻮوﻧــــــﯽ ﺧــــــﺰﻣ‪‬ﺗﮕﻮزاری و ھ‪‬ر‬ ‫ﺷﺘ‪‬ﻜﯽ ﺗﺮ‪ ،‬ﺑﯚﯾ‪ ‬ﺑ‪ ‬ﭘ‪‬ﻮﯾﺴــــــﺘﻤﺎن زاﻧﯽ ﺗﺎک ﭘ‪‬روەردە ﺑﻜ‪‬ﯾﻦ ﻟ‪‬‬ ‫ﺳ‪‬ر ﺑﻨﺎﻏ‪‬ی ﺧﯚژﯾﻨﯽ و ﻓ‪‬ﺮی ﺋ‪‬وەﯾﺎن ﺑﻜ‪‬ﯾﻦ ﻛ‪ ‬ھ‪‬ﻣﻮو ﺷﺘ‪‬ﮏ‬ ‫ﺑ‪ ‬ﺣﮑﻮﻣ‪‬ت ﻧﺎﻛﺮ‪‬ﺖ‪ ،‬ھ‪‬روەھﺎ دوور ﺧﺴــــــــــــــــﺘﻨ‪‬وەی ﺗﺎك ﻟ‪‬‬ ‫ﺳـﯿﺎﺳـ‪‬ت و ﺋ‪‬و ڕوداوە ﻧﺎﺧﯚﺷــﺎﻧ‪‬ی ﻛ‪ ‬ڕۆژاﻧ‪ ‬ڕوو دەدەن‪ ،‬ھﯿﻮا‬ ‫دارﯾﻦ ﺋ‪‬م ﺟﯚرە ﭘـــﺮۆﮔــــﺮاﻣﺎﻧ‪ ‬ﻟ‪ ‬ھ‪‬ﻣﻮو ﻣﯿﺪﯾﺎی ﻛﻮردی ڕەﻧﮓ‬ ‫ﺑﺪاﺗ‪‬وە و ﺗﺎك ﺋ‪‬وەﻧﺪە ﺳ‪‬رﻗﺎل ﻧ‪‬ﻛ‪‬ن ﺑ‪ ‬ﻛﺎری ﺳﯿﺎﺳﯿﯿ‪‬وە‪.‬‬

‫ﮐﺎردو ﺟﺎف‪ :‬ﯾ‪‬ﮐ‪‬ﻣﯽ ﺑﺮاوەی‬ ‫ﺑ‪‬رﻧﺎﻣ‪‬ی ‪THE CV‬‬

‫ﭼﺎوﭘ‪‬ﮑ‪‬وﺗﻦ‪ :‬ﺑ‪‬ھﺰاد ﺣ‪‬ﮐﯿﻢ‬

Never be a aid to

FAIL Be a aid of not learning om MISTAKES W. BRETT WILSON

Nashwan AL-Dosky University Lecturer

Reasons Behind Economy Collapse in Kurdistan Region

Qubad Talabani, deputy prime minister of Kurdistan region Government (KRG), said in his speech at a major conference on oil and gas in the Kurdistan Region in London "Kurdistan is today being tested by a series of crises. Security, humanitarian, political and of course economic", mnr.krg.gov.

After the occupation of Iraq by the USA and its

Iraq reduce the financial allocations to Kurdistan region

alliances 1n 2003, Kurdistan region becomes the

by refusing to pay its share of the Iraqi. , Budget (%17) as

most stable part of Iraq. It grew and developed politically

stated in the constitution which resulted lack of liquidity

and economically conceivably due to different elements

in KRG banks to pay salaries, conduct ongoing and new

such as the stability of the security at the region, creating

projects as it was planned; limitation of employment and

strong regional and international business partnerships,

lack of KRG incomes. The most influenced reason of the

improve investment strategy and roles in different sectors

crisis beside the war with ISIS is KRG depends on Oil and

like Oil and Gas, construction, trade, education and many

Gas as the only recourse and leaving all other resources

others that help the world biggest companies start invest

like agriculture, industrial, exporting products rather than

in Kurdistan with or without local companies. Despite all

importing them. Declining the prices of oil internationally

the difficulties, the Kurdish administration worked very

from $120 per barrel to $30-$40 per barrel create the

hard to facilitate a solid ground for the investors, creating

economic crisis. In addition,

A

and keeping good relations with regional and international states, find opportunities to local companies to rise to international standard and participate in developing Kurdistan region. Why the economy in Kurdistan collapsed easily? What are the negative consequences of collapsing the economy? Who can be blamed? In 2014 the terrorist group called ISIS took over Iraqi lands and cities that led to the massive destruction.

For instant, people were killed, kidnaped, moved from their homes and/or fled to Europe seeking asylum, villages and cites were evacuated roads were closed and war started. Kurdistan region was mainly affected and by the end of 2014. the economic crises started. The factors of the crises were; the battle fields need weapons and solders which means more expenses .the central government of

28 l ECONOMY MAGAZINE JAN/FEB 2016

According to the airport, there is no plan ahead to cancel all flights.

Passengers, visitors, business partners or officials have no idea when the next flight will be canceled the Iraqi government still controls the KRG's financial

among the local political parties, war against ISIS,

policy because the Iraqi constitution did not approve the

Baghdad's negative attitude towards KRG, the absence of

independence of KRG central bank. Hence, banks in

budget and capital and many other reasons support the

Kurdistan are isolated from activities such as loans and

destruction of the economy in Kurdistan region. I conclude

savings. Recently, the most active two lifelines of

that building strong economical lines in Kurdistan region

Kurdistan Erbil Airport and Solaymania Airport, are

was not very easy as the damaged was and I think

ceased by the Iraqi aviation bureau due to the Russian

rebuilding it won't be easy at all. KRG take a part of

rockets against ISIS. According to the airport, there is no

responsibility while all other governments and factors

plan ahead to cancel all flights. Passengers, visitors,

mentioned above take the majored part of that

business partners or officials have no idea when the next

responsibility. Only people are suffering and waiting their

flight will be canceled. All the companies working with the

ignorant future to show what is hidden.

Erbil International Airport loses hundreds of thousands US Dollars every day of closing the airport unexpectedly There were more than 35 civil companies operating at airport while now all the cargo and civil companies are not more than 25 companies. Also,more than 35 airlines were operating before closing the airport suddenly whereas only 20 airlines are operating so far. As for Solaimania airport, it is not better at all. It is worth to mention that by the time of writing this article the airports have been ceased only for 4 hours. Further More, the KurdishTurkish border (Khabor) is ceased suddenly from time to time due to instability of the Turkish cities near the border.

This means closing another life line of Kurdish people in north Iraq. Political agreements, regional and international interests in the region, internal conflicts

,,

airport from local to cargo are affected by such decisions.

Qubad Talabani

Born 21 July 1977

the deputy prime minister of the Kurdistan Regional Government. Formerly serving as the Kurdistan Regional Government (KRG) representa ve in the United States, Qubad is the second son of Iraqi former President Jalal Talabani.

,,

JAN/FEB 2016 ECONOMY MAGAZINE l 29

Berlin Cathedra

The Berliner Dom (Berlin Cathedral) was built between 1894 and 1905 on an island in the river Spree now known as Museum Island. The church, the largest in the city, was heavily damaged during the war and only reopened in 1993.

AMAZON CEO

JEFFBEZOS THE KING OF ONLINE SHOPPING

32 l ECONOMY MAGAZINE JAN/FEB 2016

‫ﭼﯿﺮۆﮐﻰ ﺳ‪‬رﮐ‪‬وﺗﻨﻰ ))ﺟ‪‬ﻔﺮى ﺑﺮﯾﺴـــــــــــــــــــــﺘﻦ ﺑﯿﺰۆس((‬ ‫داﻣ‪‬زر‪‬ﻨ‪‬ر و ﺑ‪‬ڕ‪‬ﻮەﺑ‪‬رى ﺟ‪‬ﺒ‪‬ﺟ‪‬ﮑﺎرى ﮐﯚﻣﭙﺎﻧﯿﺎى ﺋ‪‬ﻣﺎزۆن‬ ‫ﺟﯿﻔﺮى ﺑﺮﯾﺴـــــــــــﺘﻦ ﺑﯿﺰۆس داﻣ‪‬زر‪‬ﻨ‪‬ر و ﺑ‪‬ڕ‪‬ﻮەﺑ‪‬رى ﺟ‪‬ﺒ‪‬ﺟ‪‬ﮑﺎر ﻟ‪‬‬ ‫ﮐﯚﻣﭙﺎﻧﯿﺎى )‪ (amazon.co‬ﻟ‪ ‬ﺳﺎ‪‬ﻰ )‪ (1995‬ﺑ‪‬ﯾﺎرﯾﺪا ﻣﻠﯿﯚﻧ‪‬ﮏ‬ ‫دۆﻻر ﮐﯚﺑﮑﺎﺗ‪‬وە ﺑ‪ ‬ﻣ‪‬ﺑ‪‬ﺳــــــــــﺘﻰ ﻓﺮۆﺷـــــــــــﺘﻨﻰ ﭘ‪‬رﺗﻮک ﻟ‪ ‬ڕ‪‬ﮕ‪‬ى‬ ‫ﺋ‪‬ﻧﺘ‪‬رﻧ‪‬ﺘ‪‬وە‪ ،‬ﮐ‪ ‬ﺧﯚى ﺧﺎوەﻧـﻰ ﺋ‪‬و ﺑﯿــﺮۆﮐ‪‬ﯾ‪ ‬ﺑﻮو‪ .‬ﺑﯿــﺰۆس دە‪‬ﺖ‬ ‫ﺟﺎروﺑﺎر ﺳــــ‪‬رداﻧﻰ ﻻى وەﺑ‪‬رھ‪‬ﻨ‪‬راﻧﻢ دەﮐﺮد‪ ،‬ﺑﯚ ﺋ‪‬وەى ﺑ‪‬ﺷــــﺪار ﺑﻦ‬ ‫ﻟ‪‬و ﭘ‪‬ۆژەﯾ‪‬دا‪ ،‬ﺑ‪‬م ﺋ‪‬وان ﺋﺎﻣﺎدە ﻧ‪‬ﺑﻮون ﭘﺎرەى ﺧﯚﯾﺎن ﺧ‪‬رج ﺑﮑ‪‬ن‬ ‫ﮐ‪ ‬ﭘ‪‬ﺸـــــــﺘﺮ ﺗﺎﻗﻰ ﻧ‪‬ﮐﺮاوەﺗ‪‬وە و ﭼﺎرەﻧﻮوﺳﻰ دﯾﺎر ﻧﯿ‪ ،‬ﺑﯚﯾ‪ ‬زۆر ﺟﺎر‬ ‫))ﭘ‪‬ﺶ دەﺳﺘﭙ‪‬ﮑﺮدﻧﻰ ﭘ‪‬ۆژەﮐ‪ ‬ﺑﯿﺮۆﮐ‪‬ى ﺋ‪‬وە ﺑ‪ ‬ﻣ‪‬ﺸــﮑﻤﺪا دەھﺎت‬ ‫ﮐ‪ ‬دەﺳﺘﺒ‪‬ردارى ﺧ‪‬وﻧ‪‬ﮐ‪‬ﺑﻢ‪ ،‬ﺑ‪‬م ﻟ‪ ‬ھ‪‬ﻣﺎن ﮐﺎﺗﯿﺸـــــــــــــﺪا ﺳﻮور‬ ‫ﺑﻮوم ﻟ‪‬ﺳ‪‬ر ﺋ‪‬وەى ﮐﺎرە ﺳ‪‬ر ﺷ‪‬ﺘﺎﻧ‪‬ﮐ‪‬م ﺟ‪‬ﺒ‪‬ﺟ‪ ‬ﺑﮑ‪‬م((‪ ،‬دواﺟﺎر‬ ‫ﺑﺎوک و داﯾﮑﻰ )‪ (١٠٠‬ھ‪‬زار دۆﻻرﯾﺎن ﭘ‪‬ﺪا ﻟ‪ ‬ﭘ‪‬ﻨﺎو ﺳـــــــــــــــــــ‪‬رﮐ‪‬وﺗﻨﻰ‬ ‫ﭘـــ‪‬ۆژەﮐ‪‬ى‪ ،‬ﭼﻮﻧﮑ‪ ‬ﺋ‪‬وان ﺑــــ‪‬واﯾﺎن ﺑ‪ ‬ﺑﯿــــﺮۆﮐ‪ ‬و ﺧﻮدى ﮐﻮڕەﮐ‪‬ﯾﺎن‬ ‫ھ‪‬ﺑﻮو‪.‬‬ ‫ﺑﯿﺰۆس ژﻣﺎرەﯾ‪‬ک ﭘ‪‬ۆﮔﺮاﻣﺴـــــــــــﺎزى داﻣ‪‬زراﻧﺪ ﺑﯚ ﺋ‪‬وەى ﺑ‪ ‬ﺧﻮاﺳﺘﻰ‬ ‫ﺧﯚى ﻣﺎ‪‬ﭙ‪‬ڕەﮐ‪‬ى ﺑﯚ ﭘـ‪‬ۆﮔـﺮام ﺑﮑــﺮ‪‬ﺖ‪ ،‬ھ‪‬روەھﺎ ﭼﺎوى ﺑ‪ ‬زۆر ﮐ‪‬س‬ ‫ﮐ‪‬وت و ھ‪‬و‪‬ﻰ ﺋ‪‬وەى دەدا ڕازﯾﯿﺎن ﺑﮑﺎت ﺑ‪ ‬ﺑ‪‬ى )‪ (٥٠‬ھ‪‬زار دۆﻻر ﻟ‪‬‬ ‫ﭘ‪‬ۆژەﮐ‪‬دا وەﺑ‪‬رھ‪‬ﻨﺎن ﺑﮑ‪‬ن‪ ،‬ﻟ‪‬م ﺳ‪‬روﺑ‪‬ﻧﺪە ﮔﻮ‪‬ﺒﯿﺴــﺘﻰ زۆر ﺗﻮاﻧﺞ‬ ‫و ڕەﺧﻨ‪ ‬دەﺑﯚوە و ﻟ‪‬و ﺑ‪‬واﯾ‪‬دا ﺑﻮون ﻟ‪ ‬ﮐﺎرەﮐ‪‬ى ﺳ‪‬رﮐ‪‬وﺗﻮو ﻧﺎﺑ‪‬ﺖ‪.‬‬ ‫ﻟ‪ ‬ﮐﺎﺗﻰ ﺳ‪‬رداﻧﮑﺮدﻧﻰ وەﺑ‪‬رھ‪‬ﻨ‪‬راﻧﺪا‪ ،‬زۆر ﺟﺎر ﻟ‪‬ﻰ دەﭘﺮﺳﺮا ))ﭼﻰ وا‬ ‫ﻟ‪ ‬ﺧ‪‬ﻟﮏ دەﮐﺎت ﻟ‪ ‬ڕ‪‬ﮕ‪‬ى ﺋ‪‬ﻧﺘ‪‬رﻧ‪‬ﺘ‪‬وە ﭘ‪‬رﺗﻮوک ﺑﮑ‪‬ن؟((‪ .‬ﺑﯿـﺰۆس‬ ‫ﻟ‪ ‬وە‪‬ﻣﺪا ﺑ‪ ‬وەﺑ‪‬رھ‪‬ﻨ‪‬راﻧـــﻰ دەﮔﯚت‪ :‬ﺋ‪‬وەى ﻣﻦ ﭘﻼﻧﻢ ﺑﯚى داﻧﺎوە‬ ‫ﺗ‪‬واوى و‪‬ت دەﮔــــــﺮ‪‬ﺘ‪‬وە‪ ،‬ﺑ‪ ‬ﺟﯚر‪‬ﮏ دە ھ‪‬ﻨﺪەى ﺋ‪‬و ﭘ‪‬رﺗﻮوﮐﺎﻧ‪‬ى‬ ‫ﻟ‪ ‬ﮐﺘ‪‬ﺒﺨﺎﻧ‪‬ﯾ‪‬ﮐﻰ ﺋﺎﺳﺎﯾﯿﺪا ھ‪‬ﯾ‪ ،‬ﻟ‪ ‬ﺳ‪‬ر ﺗﯚڕەﮐ‪‬ﯾﺎن ﺑﻮوﻧﻰ دەﺑ‪‬ﺖ‪.‬‬ ‫ﻟ‪ ‬ﻣﺎوەى ﭼ‪‬ﻧﺪ ﻣﺎﻧﮕ‪‬ﮏ ﺑﯿــــﺰۆس ﻟ‪‬ﮔ‪‬ڵ زﯾﺎﺗــــﺮ ﻟ‪ (٦٠) ‬وەﺑ‪‬رھ‪‬ﻦ‬ ‫ﮐﯚﺑﻮوەوە‪ ،‬دواى ﺳـــــــﺎ‪‬ﮏ وەﺑ‪‬رھ‪‬ﻨ‪‬رەﮐﺎن ھ‪‬ﺳـــــــﺘﯿﺎن ﺑ‪ ‬ﺗﻮاﻧﺎ و‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 33‬‬

‫ﻟ‪‬ﺰاﻧﯿﻦ و ﭘﻼﻧ‪‬ﮐ‪‬ى ﮐﺮد‪ ،‬ﺑﯚﯾ‪ ‬ﺳــــــــــــ‪‬رەﯾﺎن دەﮔﺮت ﺗﺎﮐﻮ ﭼﺎوﯾﺎن ﺑ‪‬‬ ‫ﺑﯿﺰۆس ﺑﮑ‪‬و‪‬ﺖ و ﺧﺰﻣ‪‬ﺗﮕﻮزارى و ﭘﺎرەى ﺑﺨ‪‬ﻧ‪ ‬ﺑ‪‬ردەﺳـــــــــــــــــــــــﺖ‪.‬‬ ‫ﮐﯚﻣﭙﺎﻧﯿﺎﮐ‪ ‬ﻟ‪ ‬ﻣﺎوەى ‪ ١٠‬ﺳــــــــــﺎ‪‬ﺪا ﺧ‪‬ﺮا ﮔ‪‬ﺷـــــــــــ‪‬ى ﮐﺮد‪ ،‬ﺟﯚرى ﮐﺎﻻ‬ ‫ﻓﺮۆﺷـــــــــــــﺮاوەﮐﺎن زۆر زﯾﺎدى ﮐﺮد‪ ،‬وەک ))ﺳـــــــــــــﯿﺪى ‪ ،‬ﮐﯚﻣﭙﯿﻮﺗ‪‬ر ‪،‬‬ ‫ﭘ‪‬ۆﮔﺮاﻣﺴـﺎزى ‪ ،‬ﺟﻞ و ﺑ‪‬رگ ‪ ،‬ز‪ ، ‬ﺋﺎﻣ‪‬ﺮى ﮐﺎرەﺑﺎﯾﯽ و ﺋ‪‬ﻟﯿﮑﺘﺮۆﻧﻰ و‬ ‫ﯾﺎرﯾﯿ‪‬ﮐﺎن((‪ ،‬ﻟ‪ ‬دﯾﺪﮔﺎى ﺑﯿﺰۆﺳـــــــ‪‬وە‪ ،‬ﺋ‪‬ﻣﺎزۆن ﮔ‪‬ورەﺗﺮﯾﻦ ﮐﺎرﯾﮕ‪‬رى‬ ‫ﻟ‪‬ﺳ‪‬ر ﭘ‪‬ﺸﺨﺴﺘﻨﻰ ﮐ‪‬رﺗﻰ ﺑﺎزرﮔﺎﻧﻰ ﺋ‪‬ﻟﯿﮑﺘﺮۆﻧﻰ ھ‪‬ﺑﻮوە‪.‬‬ ‫ﺑﯿﺰۆس ﺑﯿﺮۆﮐ‪‬ﯾ‪‬ﮐﻰ ﻧﻮ‪‬ﻰ ﭘ‪‬ﺸـﮑ‪‬ش ﮐﺮد دواى ﺧﺴــﺘﻨ‪‬ڕووى ﺋﺎﻣ‪‬ﺮى‬ ‫)‪ (Kindle‬ﺑﯚ ﺧﻮ‪‬ﻨﺪﻧ‪‬وەى ﺋ‪‬ﻟﯿﮑﺘــﺮۆﻧــﻰ‪ ،‬ﮐ‪ ‬دەﺗﻮاﻧ‪‬ﺖ ﭘ‪‬ﯾﻮەﻧﺪى‬ ‫ﺑ‪ ‬ﺗﯚڕى ﺋ‪‬ﻧﺘ‪‬ڕﻧ‪‬ﺖ ﺑﮑﺎت ﺑﯚ ﮐـ‪‬ﯾﻨـﻰ ﮐﺘ‪‬ﺒـﻰ ﺋ‪‬ﻟﯿﮑﺘـﺮۆﻧـﻰ و داوﻧﻠﯚدى‬ ‫ﺑﮑﺎت و ﻟ‪‬ﺳــ‪‬ر ﺋﺎﻣ‪‬ﺮەﮐ‪ ‬ﺑﯿﺨﻮ‪‬ﻨ‪‬ﺘ‪‬وە‪ .‬ﺳـــ‪‬رﮐ‪‬وﺗﻨ‪‬ﮐﺎﻧﻰ ﺋ‪‬ﻣﺎزۆن‬ ‫ﻟ‪‬م ﺑﻮارەدا ﺑ‪‬ردەوام ﺑﻮو‪ ،‬ﮐ‪ ‬ﻣﺎﻓـﻰ ﺑ‪‬وﮐـﺮدﻧ‪‬وەى ﺋ‪‬ﻟﯿﮑﺘـﺮۆﻧـﻰ ﺑ‪‬‬ ‫ھ‪‬ﻧﺪێ ﻟ‪ ‬ﻧﻮوﺳ‪‬راﻧﻰ ﺑ‪‬ﺧﺸــــــــــــــــــﻰ‪ ،‬ﺋ‪‬ﻣ‪ ‬زۆر ﮐ‪‬ﺳﻰ ﺗﻮڕە ﮐﺮد و‬ ‫ھ‪‬ﺳــﺘﯿﺎن ﺑ‪ ‬ﺗﺮس و ھ‪‬ڕەﺷــ‪ ‬ﻟ‪‬ﺳـــ‪‬ر ﮐﺎرەﮐﺎﻧﯿﺎن ﮐﺮد‪ ،‬ﺑ‪‬م دواﺗﺮ‬ ‫ﺗ‪‬ﮕ‪‬ﯾﺸــﺘﻦ ﮐ‪ ‬ﭼ‪‬ﻧﺪە ﺑ‪‬ﺳﻮودە‪ ،‬ﺋ‪‬وﯾﺶ دواى ﮔ‪‬ﺷ‪‬ﺳ‪‬ﻧﺪﻧﻰ ﺑﺎزاڕى‬ ‫ﭘ‪‬رﺗﻮوﮐـﻰ ﺋ‪‬ﻟﯿﮑﺘــﺮۆﻧــﻰ ﮐ‪ ‬ﺑ‪‬ھﯚى ﺋ‪‬وەى ﻧــﺮﺧ‪‬ﮐ‪‬ى زۆر ھ‪‬رزاﻧﺘــﺮ‬ ‫ﺑﻮو ﻟ‪ ‬ﭘ‪‬رﺗﻮوﮐﻰ ﮐﺎﻏ‪‬زى‪.‬‬ ‫ﺑﯿﺰۆس ﭘ‪‬ﻰ واﯾ‪ ‬ﺋ‪‬ﮔ‪‬ر ﺑﯿـﺮۆﮐ‪‬ﯾ‪‬ﮐـﻰ ﻧﻮێ ﭘـﺮاﮐﺘﯿـﺰە ﺑﮑ‪‬ى و زۆرﺗـﺮﯾﻦ‬ ‫ﺳﻮودى ﻟ‪ ‬ﺑﺒﯿﻨ‪‬ﺖ‪ ،‬ﭘ‪‬ﻮﯾﺴــــــــــــــــــــــــﺘ‪ ‬ﭘﻼن و ﺑﯿﺮۆﮐ‪‬ﮐﺎﻧﺖ ﺑ‪ ‬ﺑﺎﺷﻰ‬ ‫ﺑﮑﯚ‪‬ﯿﺘ‪‬وە و ﺑ‪‬وات ﭘ‪‬ﻰ ھ‪‬ﺑ‪‬ﺖ و دەﺳــــــــﺘﺒ‪‬ردارى ﻧ‪‬ﺑﯿﺖ‪ ،‬ﺗ‪‬ﻧﺎﻧ‪‬ت‬ ‫ﺋ‪‬ﮔ‪‬ر ﭘﯿﺎدەﮐﺮدﻧﯿﺸــــﻰ ﺳ‪‬ﺧﺖ ﺑ‪‬ﺖ‪ ،‬ڕۆژ‪‬ﮏ دێ ﺟ‪‬ﺒ‪‬ﺟ‪‬ﻰ دەﮐ‪‬ﯾﺖ و‬ ‫ﺳـــــــــ‪‬ر دەﮐ‪‬وﯾﺖ‪ ،‬ﻟ‪ ‬ﺋ‪‬ﻧﺘ‪‬رﻧ‪‬ﺖ و ڕۆژﻧﺎﻣ‪‬ﮐﺎن ﺑ‪‬دواداﭼﻮون ﺑﮑ‪ ‬ﺑﯚ‬ ‫ﺋ‪‬و زاﻧﯿﺎرﯾﯿﺎﻧ‪‬ى ﭘ‪‬ﯾﻮەﺳـــــــــــــــــــــــــﺘﻦ ﺑ‪ ‬ﺑﻮارەﮐ‪‬ﺗ‪‬وە‪ ،‬ﺋ‪‬ﻣ‪ ‬ھ‪‬ﻟﻰ‬ ‫ﺳ‪‬رﮐ‪‬وﺗﻨﻰ ﭘ‪‬ۆژەﮐ‪ ‬زﯾﺎﺗﺮ دەﮐﺎت و ﻣﺘﻤﺎﻧ‪‬ت ﭘ‪‬ﺪەﺑ‪‬ﺧﺸ‪‬ﺖ‪.‬‬

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‫ﺋﺎﺳ‪‬واری ﻗ‪‬رزی دەرەﮐﯽ و ڕەﻧﮕﺪاﻧ‪‬وەی ﻟ‪ ‬ﺳ‪‬ر‬ ‫ﺋﺎﺑﻮری و‪‬ﺗﺎن )ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳﺘﺎن وەﮐﻮ ﻧﻤﻮﻧ‪(‬‬

‫ﻟ‪ ‬ﮐﺎﺗﯽ ﺋ‪‬ﺴــــــــــــــــــــــﺘﺎدا ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳﺘﺎن ڕووﺑ‪‬ڕووی ﭼ‪‬ﻧﺪ‬ ‫ﻗ‪‬ﯾﺮاﻧ‪‬ﮑﯽ ﮔﺮﻧﮓ ﺑﻮوەﺗ‪‬وە ﯾ‪‬ﮐ‪‬ﻣﯿﺎن ﻣﺎوەی دوو ﺳــــﺎ‪ ‬ﺑ‪‬ﯾﻨﯽ‬ ‫ﺑ‪‬ﺷــــــــ‪ ‬ﺑﻮدﺟ‪‬ی ھ‪‬ر‪‬ﻢ ﻟ‪‬ﻻﯾ‪‬ن ﺣﮑﻮﻣ‪‬ﺗﯽ ﻧﺎوەﻧﺪ دووەﻣﯿﺎن‬ ‫ﺟ‪‬ﻧﮕﯽ دژی داﻋﺶ ﮐ‪ ‬ھ‪‬ر‪‬ﻤﯽ ﻧﺎﭼﺎر ﮐﺮدووە ﺑ‪‬ﺷـــــــ‪‬ﮑﯽ زۆری‬ ‫داھﺎﺗ‪‬ﮐ‪‬ی ﺑـــــــــــــــــــــــﯚ ﺋ‪‬م ﺟ‪‬ﻧﮕ‪ ‬ﺗ‪‬رﺧﺎن ﺑﮑﺎت ‪ ،‬ھ‪‬رﭼ‪‬ﻧﺪە‬ ‫ﻣﺎوەﯾ‪‬ﮐ‪ ‬ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳــــــﺘﺎن ﻧ‪‬وﺗﯽ ﺧﯚی ﺑ‪ ‬ﺷـــــــ‪‬ﻮەﯾ‪‬ﮐﯽ‬ ‫ﺳـــــ‪‬رﺑ‪‬ﺧﯚ ﻓﺮۆﺷــــــﺘﻮوە ‪ ،‬ﺑ‪‬م داﺑ‪‬زﯾﻨﯽ ﻧﺮﺧﯽ ﻧ‪‬وت ﻟ‪(١٢٠) ‬‬ ‫دۆﻻرەوە ﺑﯚ ) ‪ ( ٤٠‬دۆﻻر وا دەﮐﺎت داھﺎﺗــــــﯽ ﻧ‪‬وت ﺑ‪ ‬ﮔﻮ‪‬ـــــــﺮەی‬ ‫ﺑﻮدﺟ‪‬ﮐ‪‬ی ﻧ‪‬ﺑ‪‬ﺖ ﻟ‪ ‬ﺋ‪‬ﻧﺠﺎﻣﺪا ﻣﺎوەی دوو ﺳـــــــــﺎ‪ ‬ﺣﮑﻮﻣ‪‬ﺗﯽ‬ ‫ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـﺘﺎن ﻧﺎﺗﻮاﻧ‪‬ﺖ ﻣﻮوﭼ‪‬ی ﻓ‪‬رﻣﺎﻧﺒ‪‬ران داﺑﯿﻦ ﺑﮑﺎت‬ ‫ﯾﺎﻧﯿﺶ ﻟ‪ ‬ﮐﺎﺗــﯽ ﺧﯚﯾﺪا داﺑ‪‬ش ﺑﮑﺎت ‪ .‬ﺋ‪‬ﻣ‪‬ش ﻟ‪ ‬داھﺎﺗﻮوﯾ‪‬ﮐــﯽ‬ ‫ﻧﺰﯾﮑﺪا ﺣﮑﻮﻣ‪‬ﺗﯽ ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳــــــﺘﺎن ﺑ‪ ‬ﻣ‪‬ﺑ‪‬ﺳـــــــﺘﯽ داﺑﯿﻦ‬ ‫ﮐﺮدﻧﯽ ﺑﻮودﺟ‪‬ﮐ‪‬ی ﻧﺎﭼﺎر دەﮐﺎت ڕوو ﻟ‪ ‬ﻗ‪‬رزی دەرەﮐـﯽ ﺑﮑﺎت ﮐ‪‬‬ ‫ﺑ‪‬ﮕﻮﻣﺎن ﻟ‪ ‬داھﺎﺗﻮودا ﮐﺎرﯾﮕ‪‬ری ﻧ‪‬ر‪‬ﻨﯽ ﻟ‪‬ﺳــــ‪‬ر ﺳــــﯿﺎﺳـــــ‪‬ت و‬ ‫ﺋﺎﺑﻮوری ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـﺘﺎن ﺑ‪‬ﺟ‪ ‬دەھ‪‬ﺖ ‪ .‬ﻟ‪ ‬دوای ﺟ‪‬ﻧﮕﯽ‬ ‫ﺟﯿﮫﺎﻧـــــﯽ دووەم دەو‪‬ﺗ‪ ‬داﮔﯿــــــﺮﮐ‪‬ر و ﺋﯿﻤﭙــــــﺮﯾﺎﻟﯿــــــﺰﻣ‪‬ﮐﺎن‬ ‫ﺷــــــــــــــــــ‪‬ﻮاز‪‬ﮑﯽ ﻧﻮێ ﺑﯚ ﮐﯚﻧﺘ‪‬ۆ‪‬ﮑﺮدﻧﯽ و‪‬ﺗﺎن ﭘ‪‬ﯾ‪‬ەو دەﮐ‪‬ن ‪،‬‬

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‫دەوﻟ‪‬ﺗ‪ ‬زﻟﮫﯿــــﺰەﮐﺎن ﺑ‪‬‬ ‫رﯾﮕ‪‬ی ﭘﯿﺪاﻧــــــــــﯽ ﻗ‪‬رز ھ‪‬ول‬ ‫دەدەن ﺳــــــﯿﺎﺳــــــ‪‬ت و ﺋﺎﺑﻮری‬ ‫و‪‬ﺗﺎن ﮐﻮﻧﺘﺮول ﺑﮑ‪‬ن‬

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‫ﺋ‪‬ﻣ‪‬ش ﺑ‪ ‬ڕ‪‬ﮕﺎی ﭘ‪‬ﺪاﻧﯽ ﻗ‪‬رز ﺳـﯿﺎﺳـ‪‬ﺗﯽ و‪‬ﺗﺎن ﺋﺎڕاﺳـﺘ‪ ‬دەﮐ‪‬ن‬ ‫و ﺑ‪‬رژەوەﻧﺪﯾﯿ‪‬ﮐﺎﻧﯿﺎن ﺗﯿﺎﯾﺪا دەﭘﺎر‪‬ــــــﺰن ‪ .‬دەو‪‬ﺗ‪ ‬داﮔﯿـــــــﺮﮐ‪‬ر و‬ ‫ﺋﯿﻤﭙﺮﯾﺎﻟﯿﺰﻣ‪‬ﮐﺎن ﻗ‪‬رزدان ﺑ‪ ‬دەو‪‬ﺗ‪ ‬ﺗﺎزە ﮔ‪‬ﺷــ‪‬ﺳـــ‪‬ﻧﺪووەﮐﺎن‬ ‫وەﮐﻮ ﭼ‪‬ﮐ‪‬ﮑﯽ ﺋﺎﺑﻮوری ﺑ‪‬ﮐﺎر دەھ‪‬ﻨﻦ ﮐ‪ ‬ﻟ‪ ‬ﺳــــــــــــــــ‪‬رەﺗﺎ ﺋ‪‬و‬ ‫دەو‪‬ﺗﺎﻧ‪ ‬ﺗﻮوﺷـــــــــــــــــــــــــﯽ ﻗ‪‬ﯾﺮاﻧ‪‬ﮑﯽ ﺋﺎﺑﻮوری دەﮐ‪‬ن و دواﺗﺮ‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 35‬‬

‫ڕووﺑ‪‬ڕووی ﺟ‪‬ﻧﮕ‪‬ﮑـــــــــــــــﯽ دەﮐ‪‬ن ﮐ‪ ‬ﻟ‪ ‬ﺋ‪‬ﻧﺠﺎﻣﺪا دەو‪‬ت ﺑﯚ‬ ‫ﭼﺎرەﺳــــــ‪‬رﮐﺮدﻧﯽ ﺋ‪‬م ﻗ‪‬ﯾﺮاﻧ‪ ‬و ﺑ‪‬ردەوام ﺑﻮون ﻟ‪ ‬ﭘﺎراﺳــــــﺘﻨﯽ‬ ‫ﺋﺎﺳﺎﯾﯿﺸــــﯽ ﻧﯿﺸــــﺘﻤﺎﻧﯽ ڕوو ﻟ‪ ‬ﻗ‪‬رزی دەرەﮐﯽ دەﮐﺎت ‪ ،‬ﺳﻮودی‬ ‫واﺗﺎ ﻓﺎﺋﯿﺰی ﺋ‪‬م ﻗ‪‬رزە وا دەﮐﺎت ﺑ‪‬ی ﻗ‪‬رزەﮐ‪ ‬ﺳﺎ‪‬ﻧ‪ ‬ﺑ‪ ‬ڕ‪‬ﮋەی ﻟ‪‬‬ ‫‪ ١٢ %‬ﺑـــﻮ ‪ ٢٠ %‬زﯾﺎد ﺑﮑﺎت ﮐ‪ ‬ﻟ‪ ‬ﻣﺎوەی داھﺎﺗــــﻮو دەو‪‬ت دەﮔﺎﺗ‪‬‬ ‫ﺋﺎﺳـــــــــــــــــــــــــــﺘ‪‬ﮏ ﮐ‪ ‬ﻧ‪‬ﺗﻮاﻧ‪ ‬ﻗ‪‬رزەﮐ‪ ‬ﺑﺪات ﺋﯿﺘﺮ ﺋ‪‬و دەو‪‬ﺗ‪‬‬ ‫ﺋﯿﻤﭙﺮﯾﺎﻟﯿﺰﻣﺎﻧ‪ ‬ﭼ‪‬ﻧﺪﯾﻦ ﻣ‪‬رج ﻟ‪‬ﺳـــــ‪‬ر ﺋ‪‬و و‪‬ﺗﺎﻧ‪ ‬ﺑ‪‬رﭘﺎ دەﮐ‪‬ن‬ ‫ﻟ‪ ‬ﺋ‪‬ﻧﺠﺎﻣﺪا دەو‪‬ت ﺋﯿﺮادەی ﺧﯚی ﻟ‪ ‬دەﺳـــــﺖ دەدات ‪ .‬دەو‪‬ﺗ‪‬‬ ‫ﺋﯿﻤﭙﺮﯾﺎﻟﯿﺰﻣ‪‬ﮐﺎن ﺑﯚ داﮔﯿﺮﮐﺮدﻧﯽ ﺋ‪‬و و‪‬ﺗﺎﻧ‪‬ی ﮐ‪ ‬ﻣ‪‬ﺑ‪‬ﺳــــﺘﯿﺎﻧ‪‬‬ ‫ﺑ‪ ‬ﭼ‪‬ﻧﺪﯾﻦ ﺷـــــــــــ‪‬ﻮاز دەردەﮐ‪‬ون ﻟ‪‬ﻣﺎﻧ‪ ‬ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ت ﮐﺮدﻧﯽ ﺋ‪‬و‬ ‫ﮐ‪‬رﺗﺎﻧ‪‬ی ﮐ‪ ‬ﺟﻮﻣﮕ‪ ‬ﺋﺎﺑﻮورﯾ‪ ‬ﮔﺮﻧﮕ‪‬ﮐﺎﻧﯽ و‪‬ﺗﻦ ‪ ،‬ﺑﺎزرﮔﺎﻧﯽ ﺋﺎزاد ‪،‬‬ ‫ھﺎﺗﻨﯽ ﺳـ‪‬رﻣﺎﯾ‪‬ی ﺑﯿﺎﻧﯽ ﺑﯚ ﻧﺎوەوەی و‪‬ت و ﻓﺮۆﺷــﺘﻨﯽ زەوی ﺑ‪‬‬ ‫ﺳــــــــ‪‬رﻣﺎﯾ‪‬دارە ﺑﯿﺎﻧﯿﯿ‪‬ﮐﺎن ‪ .‬ﺑ‪‬م ﺟﯚرەش دەﺗﻮاﻧﻦ ﺋﺎڕاﺳــــــــﺘ‪‬ی‬ ‫ﺳــــــﯿﺎﺳــــــ‪‬ﺗﯽ و‪‬ﺗﺎن ﺑ‪‬ڕ‪‬ﻮە ﺑﺒ‪‬ن ‪ .‬ﺑ‪ ‬ڕای ﻣﻦ ﺋ‪‬وەی ﮔﺮﻧﮕ‪ ‬ﺑﯚ‬ ‫ﺣﮑﻮﻣ‪‬ﺗﯽ ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـــــــــﺘﺎن ﮐﺎﺗ‪‬ﮏ ﮐ‪ ‬ڕوو دەﮐﺎﺗ‪ ‬ﻗ‪‬رزی‬ ‫دەرەﮐﯽ ﭘ‪‬ﻮﯾﺴــــﺘ‪ ‬ﻟ‪ ‬ﺣﮑﻮﻣ‪‬ﺗﯽ دەو‪‬ﺗ‪ ‬دۆﺳﺘ‪‬ﮐﺎن داوای ﺋ‪‬و‬ ‫ﻗ‪‬رزە ﺑﯚ ﻣﺎوەﯾ‪‬ﮐـــﯽ دﯾﺎرﯾﮑـــﺮاو ﺑﮑﺎت و ﻟ‪ ‬ھ‪‬ﻣﻮوی ﮔــــﺮﻧﮕﺘــــﺮ‬ ‫ﺋ‪‬وەﯾ‪ ‬ﺑ‪ ‬ﺑ‪ ‬ﺳــﻮود واﺗﺎ ﻓﺎﺋﯿﺰ وەرﺑﮕﺮێ ﻧ‪‬وەک ﺑﭽ‪‬ﺖ ﻟ‪ ‬ﺑﺎﻧﮑﯽ‬ ‫دراوی ﻧ‪‬ﻮدەو‪‬ﺗﯽ و ﻟ‪ ‬ﺗﯚڕی ﺑﺎﻧﮑﯽ ﻧ‪‬ﻮدەو‪‬ﺗﯽ وەرﯾﺒﮕﺮ‪‬ﺖ ‪ .‬ﻟ‪‬‬ ‫ﮐﯚﺗﺎﯾﯿﺪا ﻟ‪ ‬ﺳ‪‬رەﺗﺎی دروﺳﺖ ﺑﻮوﻧﯽ دەو‪‬ﺗﯽ ﺗﻮرﮐﯿﺎ ﺗﺎﮐﻮ ﺋﯿﺴـــﺘﺎ‬ ‫ﻧ‪‬ﯾﺘﻮاﻧﯿﻮە ﺧﯚی ﻟ‪ ‬ﻗ‪‬رزی دەرەﮐـــﯽ ڕزﮔﺎر ﺑﮑﺎت و ﻟ‪ ‬ﻣﺎوەی) ‪(٩٠‬‬ ‫ﺳﺎ‪‬ﯽ ڕاﺑﺮدوودا ﺑ‪‬ى ﺗﺮﻟﯿﯚﻧ‪‬ﮏ و ) ‪ ( ٤٠٠‬ﻣﻠﯿﺎر دۆﻻر وەﮐﻮ ﺳﻮودی‬ ‫واﺗﺎ) ﻓﺎﺋﯿﺰی( ﺋ‪‬و ﻗ‪‬رزاﻧ‪‬ی ﮐ‪ ‬ﻟ‪ ‬ﺋ‪‬ﺳــــﺘﯚﯾﺪاﯾ‪ ‬داوە ‪ .‬ﻣﻦ وەﮐﻮ‬ ‫ھﺎو‪‬ﺗﯿ‪‬ﮐﯽ ﺋ‪‬و و‪‬ﺗ‪ ‬ﺋﺎﻣﺎدەم ﺗﺎ دوو ﺳـــــــــﺎڵ ﺑ‪ ‬ﻣﻮوﭼ‪ ‬ﺑﺒﻢ‬ ‫ﺑ‪‬م و‪‬ﺗ‪‬ﮐ‪‬م ﺗﻮوﺷـــــﯽ ﻗ‪‬رزی دەرەﮐﯽ ﻧ‪‬ﺑ‪‬ﺖ ﭼﻮﻧﮑ‪ ‬ﻧ‪‬وەی‬ ‫داھﺎﺗﻮوﻣﺎن ﺑﺎﺟﯽ ﺋ‪‬م ﻗ‪‬رزە زۆر ﺑ‪ ‬ﻗﻮرﺳــــﯽ دەدات ﻟ‪ ‬ھ‪‬ﻣﺎن‬ ‫ﮐﺎﺗﯿﺸـــــﺪا ﭘ‪‬ﻮﯾﺴــــــﺘ‪ ‬ﺣﮑﻮﻣ‪‬ﺗﯽ ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳﺘﺎن ﮔ‪‬ﺷ‪ ‬ﺑ‪‬‬ ‫ﮐ‪‬رﺗﯽ ﮐﺸـــــــــــﺘﻮﮐﺎڵ و ﭘﯿﺸــــــــــــ‪‬ﺳﺎزی و ﮔ‪‬ﺷﺖ و ﮔﻮزار ﺑﺪات و‬ ‫ﺳﯿﺴـــــــــــــــﺘ‪‬ﻣ‪‬ﮑﯽ ﺑﺎج داﺑﻨ‪‬ﺖ ﺑﯚ ﺋ‪‬وەی ﻟ‪‬م ﮐ‪‬رﺗﺎﻧ‪ ‬ﺑ‪ ‬ر‪‬ﮕﺎی‬ ‫وەرﮔـﺮﺗﻨــﯽ ﺑﺎﺟ‪‬ﮑــﯽ ﮔﻮﻧﺠﺎو ﺑﺘﻮاﻧــ‪ ‬ﺑﻮدﺟ‪‬ی ﺧﯚی داﺑﯿﻦ ﺑﮑﺎت‬ ‫ﮐ‪ ‬ﺑ‪ ‬ﮔﻮﻣﺎن ﺑﯚ ﭘ‪‬ﯾ‪‬ەو ﮐﺮدﻧﯽ ﺋ‪‬م ﺳﯿﺴــــــــﺘ‪‬ﻣ‪ ‬ﭘ‪‬ﻮﯾﺴــــــــﺘ‪‬‬ ‫دەو‪‬ت ﭘﻼن و ﺳﺘﺮاﺗﯿﺠﯽ در‪‬ﮋ ﺧﺎﯾ‪‬ن داﺑﻨ‪‬ﺖ ‪.‬‬

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‫دەﺑ‪‬ﺖ ھ‪‬ﻣﻮو ﮐﺎر‪‬ﮑﯽ ﺑ‪‬ر‬ ‫دەﺳﺘﻤﺎن وە‪‬وە ﺑﻨ‪‬ﯿﻦ‬

‫ﻟﻪ ﮐﺎﺗــــﯽ ﺋﻪﻧﺠﺎﻣﺪاﻧــــﯽ ﭘﻪﯾﻮهﻧﺪی دهﻧﮕﯿﺪا‬ ‫ﭘــ‪‬ﻤﺎن واﯾﻪ ﮐﻪ دهﺑـــ‪‬ﺖ ﮐﻪس ﺑﻪراﻣـــﺒﻪر‬ ‫ﺋﻪو ﮐﺎرهی ﮐﻪ ﻟﻪ ﺑﻪر دهﺳـــــﺘﯽ داﯾﻪ وهﻻی‬ ‫ﺑﻨ‪‬ﺖ وه ﻣﻞ ﮐﻪﭼﯽ ﺑﺎس و ﺧﻮاﺳــــــــــــــــﺘﯽ‬ ‫ﺋﻪﺟـ‪‬ـﻨﺪای ﺗﯚ ﺑــ‪‬ﺖ‪ ،‬ﮐﻪ ﺋﻪﻣﻪش دهﺑــ‪‬ــﺘﻪ‬ ‫ھﯚﮐﺎری ﺗﻪرﺧﺎﻧﮑﺮدﻧﯽ ﮐﺎﺗﯽ ڕاﺳـــﺘﻪﻗﯿﻨﻪ و‬ ‫ﻟﻪ دهﺳـــــــــــــﺘﺪان و ﺑﻪﻓﯿ‪‬ۆداﻧﯽ ﺋﻪو ﮐﺎﺗﻪ‪،‬‬ ‫ﺑﻪ‪‬م ﮐــــﻮرﺗﻪﻧﺎﻣﻪ ﻧﺎردن ھﻪروهک ﭼــــﯚن‬ ‫ﻧﺎﻣﻪی ﺋ‪‬ﻟﯿﮑﺘﺮۆﻧﯽ )ﺋ‪‬ﻤﻪﯾ‪ ،(‬ﭘ‪‬ﻮﯾﺴـــــــﺖ‬ ‫ﻧﺎﮐﺎت ﮐﺎﺗﯽ ڕاﺳﺘﻪﻗﯿﻨﻪی ﺑﯚ ﺗﻪرﺧﺎن ﺑﮑﻪی‬ ‫ﺑﯚ وه‪‬م داﻧﻪوهی ﮐﺎرهﮐﺎﻧﯽ ﺑﻪردهﺳﺘﯽ ﺑﯚ‬ ‫وهﻻ ﺑﻨ‪‬ﯽ‪ ،‬ﺑﮕﺮه دهﺗﻮاﻧﯽ ﻣﯚﻟﺘﯽ ﺗﺎﺳـــــــــــﮏ‬ ‫ﺑﮑﻪﯾﺖ‪.‬‬

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‫و‪‬ﻨ‪‬ﯾ‪‬ک ﮔﻮزارﺷﺖ ﻟ‪ ‬ھ‪‬زار‬ ‫ووﺷ‪ ‬دەﮐﺎت‬

‫زۆر ﺟﺎرﻛﻪﺳــ‪‬ﻚ ﭘﻪﯾﻮهﻧﺪﯾﺖ ﭘ‪‬ﻮه دهﻛﺎت‬ ‫ﺑﻪ‪‬م ﻛﺎﺗﺖ ﻧــــــــــــــــــﯿﻪ ﺑﯚ وه‪‬م داﻧﻪوهی‬ ‫ﭘﻪﯾﻮهﻧﺪﯾﺔﻛﻪ وه ﻟﻪ ﻛﺎﺗ‪‬ﻜـــﯽ ﺗـــﺮ دا ھﻪوڵ‬ ‫دهدهی ﻛﻪ ﭘﻪﯾﻮهﻧﺪی ﭘـــــ‪‬ﻮه ﺑﻜﻪﯾــــــﺘﻪوه‬ ‫ﻛﻪﭼﯽ ﺋﻪﻣﺠﺎرهﯾﺎن ﺋﻪو ﻛﺎﺗـﯽ وه‪‬م داﻧﻪوه‬ ‫ﻧﯿﻪ‪ ،‬ﻛﻪ ﺋﻪﻣﻪش ﭘـــــ‪ ‬دهﮔﻮﺗــــــﺮ‪‬ﺖ )ﻓﯚن‬ ‫ﺗﺎگ(‪ .‬ﻟﻪم ﺳــــــــﻪردهﻣﻪی ھﻪﺑﻮوﻧﯽ زۆری‬ ‫ﺋﻪ‪‬ﺘﻪرﻧﻪﺗﯿﭭﻪﻛﺎﻧــــــــــــــــــﯽ ﭘﻪﯾﻮهﻧﺪی ھﯿﭻ‬ ‫ﭘﺎﺳﺎو‪‬ﻜﯽ ﺑﯚ ﻧﯿﻪ‪.‬‬ ‫ﺑﻪ‪‬م ﺑﯿﺴـــــــــﺘﻮﻣﺎﻧﻪ ﻛﻪ ده‪‬ﻦ و‪‬ﻨﻪﯾﻪك‬ ‫ﮔﻮزارﺷـــﺖ ﻟﻪ ھﻪزار وﺷــــﻪ دهﻛﺎت‪ ،‬ﺑﻪ ﭘ‪‬‬ ‫ﺗﯚ‪‬ــــﮋﯾﻨﻪوهﻛﺎن ﻟﻪ ‪ ٩٥%‬ﻛﻮرﺗﻪﻧﺎﻣﻪﻛﺎن ﻟﻪ‬ ‫ﺳ‪ ‬ﺧﻮﻟﻪﻛﯽ ﮔﻪﯾﺸــــــــــــــــــــــــــــــــــــﺘﻨﯿﺎﻧﺪا‬ ‫دهﺧﯚ‪‬ﻨﺪر‪‬ﻨﻪوه‪.‬‬

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‫ﮐﺎﺗﻤﺎن ﻧﺎدات ﺑﯚ ﺑﯿﺮﮐﺮدﻧ‪‬وە‬

‫ﻟﻪ ﮐﺎﺗﯽ وهرﮔﺮﺗﻨﯽ ﭘﻪﯾﻮهﻧﺪی دهﻧﮕـﯽ دا ﮐﻪ‬ ‫ڕاﺳـﺘﻪوﺧﯚ و زﯾﻨﺪوو ڕوودهدات‪ ،‬ﮐﺎﺗﺖ ﻧﯿﻪ‬ ‫ﺑﯚ ﺑﯿــﺮﮐــﺮدﻧﻪوه ﻟﻪ ﺗﻪوهرهﮐﺎﻧــﯽ ﺑﻪرﺑﺎس‬ ‫وهﯾﺎن ﮐﯚﮐﺮدﻧﻪوهی زاﻧﯿﺎری ﻟﻪ ﺳــــــــــــــﻪر‬ ‫ﺑﺎﺑﻪﺗﻪﮐﻪ‪.‬ﺑﻪ‪‬م ﭘــــــــــــــــ‪‬ﺶ وه‪‬ﻣﺪاﻧﻪوه‬ ‫ﮐﻮرﺗﻪﻧﺎﻣﻪ ﺑﻪ د‪‬ـــــــــــــــــــــﯽ ﺧﯚت ﮐﺎﺗﺖ ﻟﻪ‬ ‫ﺑﻪردهﺳــــــــــــــــﺘﻪ ﺑﯚ ﮐﯚ ﮐﺮدﻧﻪوهی ھﺰر و‬ ‫زاﻧﯿﺎری ﭘ‪‬ﻮﯾﺴــــــــــــــﺖ ﻟﻪ ﺳﻪر ﺗﻪوهرهﮐﻪ‬ ‫وﺗﺮﺳـــــــــــــــﯽ ﺋﻪﻧﺠﺎﻣﺪاﻧﯽ ھﻪ‪‬ﻪت ﺑﯚ ﮐﻪم‬ ‫دهﮐﺎﺗﻪوه ﭼﻮﻧﮑﻪ ﻟﻪ ڕﯾﮕﺎی ﻧﻮﺳـــــــــــــــﯿﻨﯽ‬ ‫وﺷـــــﻪﮐﺎﻧﻪوه دهردهﺑ‪‬در‪‬ﺖ ﮐﻪ ﺋﻪﻣﻪش‬ ‫دهﺗﻮاﻧﺪر‪‬ﺖ ﺑﮕﻮردر‪‬ﺖ ﯾﺎن دهﺳـــــــﺘﮑﺎری‬ ‫ﺑﮑﺮ‪‬ﺖ ﭘ‪‬ﺶ ﻧﺎردﻧﯽ ﺑﻪ ﭘ‪‬ﭽﻪواﻧﻪی ﻗﺴـــــﻪ‬ ‫ﮐﻪ وهﮐﻮ ﺗﯿـــــﺮ واﯾﻪ ﮐﻪ ﻟﻪ ﮐﻪوان دهرﭼﻮو‬ ‫ﻧﺎﮔﻪڕ‪‬ﺘﻪوه‪.‬‬

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‫ﮐﺎﺗﯽ راﺳﺘ‪‬ﻗﯿﻨ‪‬ﻣﺎن دەﮔﺮن‬

‫زۆر ﺟﺎر ﭘﻪﯾﻮهﻧﺪﯾﻪﮐـﯽ ﭘ‪‬ﻨﺞ ﺧﻮﻟﻪﮐـﯽ دوای‬ ‫ﭼﺎک و ﭼﯚﻧﯽ و ﺋﻪﺣﻮاڵ ﭘﺮﺳـﯽ و ﻣﺠﺎﻣﻪﻟﻪی‬ ‫ﮐﯚﺗﺎﯾﯽ و ﺧﻮاﺣﺎﻓﯿـﺰی و ھﻪﻧﺪی ﺑﺎﺑﻪﺗـﯽ ﺗـﺮی‬ ‫ﻧﺎﭘﯿﻮهﻧﺪی دار ﺧﯚی در‪‬ــــــــﮋ دهﮐﺎﺗﻪوه ﺑﯚ‬ ‫ﺑﯿﺴــﺖ ﺧﻮﻟﻪک وهﺑﮕﺮه زۆر ﺟﺎر زﯾﺎﺗﺮﯾﺶ‪،‬‬ ‫ﺑﻪ ﭘ‪ ‬ﺗﯚﯾﮋﯾﻨﻪوهی ﭘﺴــﭙﯚڕهﮐﺎﻧﯽ ﺋﻪم ﺑﻮاره‬ ‫زۆر ﺟﺎر دوای داﺑ‪‬ان ﻟﻪ ﺗﻪوهری ﺳــــﻪرهﮐﯽ‬ ‫‪ ٢٣‬ﺧﻮﻟﻪﮐﯽ دهو‪‬ﺖ ﺑﯚ ﮔﻪڕاﻧﻪوه ﺳــــــــــﻪر‬ ‫ﺗﻪوهری ﺳﻪرهﮐﯽ و ﮔﻪﯾﺸــــــــــــــــــــــــــــﺘﻨﻪ‬ ‫دهرﺋﻪﻧﺠﺎﻣـــــ‪‬ﮏ‪ .‬ﺑﻪ‪‬م‪ ،‬ﮐﻮرﺗﻪﻧﺎﻣﻪ ﻧﺎردن‬ ‫ﭼﺎک و ﭼﯚﻧﯽ و ﺋﻪﺣﻮاڵ ﭘﺮﺳــــﯿﻪﮐﺎن ﮐﻮرت‬ ‫دهﮐﺎﺗﻪوه و دهرﮔﺎی ﺑﺎس ﮐــﺮدﻧــﯽ ﺑﺎﺑﻪﺗـــﯽ‬ ‫ﻧﺎﭘﻪﯾــــــﻮهﻧﺪﯾﺪار دادهﺧﺎت‪ ،‬زۆرﺑﻪی ﮐﺎت ﺑﻪ‬ ‫ﭼﻪﻧﺪ ﭼﺮﮐﻪﯾﻪک ﭘﻪﯾﺎﻣﯽ ﺧﯚت دهﮔﻪ‪‬ﻨﯽ‪.‬‬

‫ﺋﺎواره ﺑﺨﺘﯿﺎر رهﺳﻮل ﻣﺎﻣﻮﺳﺘﺎ ﻟﻪ زاﻧﮑﯚی ﺳﻪﻻﺣﻪدﯾﻦ‬ ‫ﮐﯚﻟ‪‬ﮋی ﺑﻪڕ‪‬ﻮهﺑﺮدن و ﺋﺎﺑﻮری‬

‫ﻟﻪواﻧﻪﯾﻪ ﺗﻪوهرهﮐﻪم زۆر ﺑﺎﺳــــــــــــــــــﯽ ﺗﺮ‬ ‫ھﻪ‪‬ﺒﮕﺮ‪‬ﺖ ﺑﯚ ﮔﻪﻧﮕﻪﺷــــــــــــــــﻪﮐﺮدﻧﯽ ﻟﻪ‬ ‫ﺳـــــﻪری‪ ،‬وه ﻟﻪواﻧﻪﺷــــــﻪ زۆرﺑﻪﺗﺎن ھﺎوڕا‬ ‫ﻧﻪﺑﻦ ﻟﻪ ﮔﻪڵ ﺋﻪوی ﮐﻪ ﻧﺎردﻧــﯽ ﮐﻮرﺗﻪﻧﺎﻣﻪ‬ ‫ﺑﺎﺷﺘﺮ ﺑ‪‬ﺖ ﻟﻪ ﭘﻪﯾﻮهﻧﺪی دهﻧﮕﯽ ﭼﻮﻧﮑﻪ ﺑﻪ‬ ‫د‪‬ﻨﯿﺎﯾﻪوه ﺋﻪو ھﻪﺳـــــــﺘﺎﻧﻪی وهﮐﻮ ﺗﺮس ‪،‬‬ ‫ﺧﯚﺷـــﺤﺎﻟﯽ و ﺗﻮڕهﯾﯽ ﮐﻪ ﻟﻪ دهﻧﮕﯽ ﻣﺮۆڤ‬ ‫دا ھﻪﯾﻪ ﻧﺎﺗـــــــــﻮاﻧﺪر‪‬ﺖ ﺑﻪ ﮐــــــــــﻮرﺗﻪﻧﺎﻣﻪ‬ ‫دهرﺑﺒــ‪‬در‪‬ﺖ‪ .‬ﺑﻪ‪‬م ﺑﻪ ﭘــ‪ ‬ﺗﯚ‪‬ـــﮋﯾﻨﻪوﮐﺎن‬ ‫ﺋﻪﻧﺠﺎﻣﺪراو ﻟﻪ ﺳــــﻪر ﺟﯿﻠﯽ )ﻣﻪﻟﻪﻧﯿﯚ‪‬ﺲ(‬ ‫ﮐﻪ ﺗﻪﻣﻪﻧﻪﮐﺎﻧﯽ ﻧ‪‬ﻮان ‪ ١٥‬ﺑﯚ ‪ ٣٥‬ﺳـــــــــــــﺎڵ‬ ‫دهﮔـــــﺮ‪‬ﺘﻮه زﯾﺎﺗــــــﺮ وه‪‬ﻣــــــﯽ ﮐﻮرﺗﻪﻧﺎﻣﻪ‬ ‫دهدهﻧﻪوه ھﻪر ﺑﯚﯾﻪش ﮐﺎرﯾﮕﻪرﺗـــــــﺮه ﻟﻪ‬ ‫ﮐﺎﺗﯽ ﭘﻪﯾﻮهﻧﺪﯾﮑﺮدن ﭘ‪‬ﯿﺎﻧﻪوه‪.‬‬

‫‪38 l ECONOMY MAGAZINE JAN/FEB 2016‬‬

‫ﺑﯚ ﭼﯽ ﻧﺎردﻧﯽ ﮐﻮرﺗﻪ‬

‫ﻧﺎﻣﻪ ﺑﺎﺷﺘﺮه ﻟ‪‬‬

‫ﭘﻪﯾﻮهﻧﺪی دهﻧﮕﯽ؟‬ ‫ﺑﯚ ﯾﻪﮐﻪم ﺟﺎر ﻟﻪ ﺳـــــــــــــــــﺎ‪‬ﯽ ‪ ١٩٩٢‬ﻟﻪ و‪‬ﺗﯽ ﺑﻪرﯾﺘﺎﻧﯿﺎ ﺗﻮاﻧﺪرا‬ ‫ﮐﻮرﺗﻪ ﻧﺎﻣﻪﯾﻪک ﻟﻪ ﮐﯚﻣـــــــﭙـــــــﯿﻮﺗﻪر‪‬ﮑﻪوه ﺑﯚ ﻣﯚﺑﺎﯾﻠــــــــ‪‬ﮏ‬ ‫ﺑﻨ‪‬ﺮدر‪‬ﺖ وه دوای ﺋﻪوه دﯾﺴــــــــــــــــﺎن ﻓﻨﻠﻪﻧﺪﯾﻪﮐﺎن ﺗﻮاﻧﯿﺎن‬ ‫داھ‪‬ﻨﺎﻧ‪‬ﮑﯽ ﺗﺮ ﻟﻪ ﺋﻪم ﺑﻮارهدا ﺑﮑﻪن‪ ،‬ﮐﺎﺗ‪‬ﮏ ﻟﻪ ﺳــــــــﺎ‪‬ﯽ ‪١٩٩٣‬‬ ‫ﺗﻮاﻧﺪرا ﮐﻮرﺗﻪ ﻧﺎﻣﻪ ﻟﻪ ﻣﯚﺑﺎﯾﻠ‪‬ﮑﻪوه ﺑﻪ ﻣﯚﺑﺎﯾﻠ‪‬ﮑــــــــــﯽ ﺗــــــــــﺮ‬ ‫ﺑﻨ‪‬ﺮدر‪‬ﺖ‪ ،‬ﺟﯿﮫﺎﻧﯽ ﺗﻪﻟﻪﻓﯚﻧﯽ ﻣﯚﺑﺎﯾﻠﯿﯽ ﺑﻪرهو ﺋﺎڕاﺳــــــــﺘﻪﯾﮑﯽ‬ ‫ﺗﺮدا ﺑﺮد‪.‬‬ ‫ھﻪروهﮐﻮ دﯾﺎره ﻧﺎو ﻧﯿﺸــــﺎﻧﯽ ﺗﻪوهرهﮐﻪ زﯾﺎﺗﺮ ﻟﻪ ﺳﻪر ﺋﻪوهﯾﻪ‬ ‫ﮐﻪ ﺋﺎﯾﺎ ﭘﻪﯾﻮهﻧﺪی دهﻧﮕﯽ ﺑﺎﺷـﺘﺮه ﯾﺎن ﻧﺎردﻧﯽ ﮐﻮرﺗﻪﻧﺎﻣﻪ؟ ﻟ‪‬م‬ ‫رواﻧﮕﻪﯾ‪‬وە ﭼﻪﻧﺪ ﺧﺎ‪‬ـــــــ‪‬ﮑـــــــﺘﺎن ﺑﯚ دەﺧ‪‬ﯾــــــــﻨ‪ ‬ﺑﻪر ﺑﺎس و‬ ‫ﻟ‪‬ﮑﯚ‪‬ﯿﻨﻪوه و ﭘﺸــﺖ ﺑﻪ ﭼﻪﻧﺪ ﺗﯚ‪‬ﮋﯾﻨﻪوهﯾﻪک دەﺑ‪‬ﺳﺘﯿﻦ ﮐﻪ‬ ‫ﮐﯚﻣﭙﺎﻧﯿﺎﯾﻪﮐـــﯽ ﺑﻮاری ﺗﯚﯾـــﮋﯾﻨﻪوهى ﻣﻮﺑﺎﯾﻞ ﺑﻪ ﻧﺎوی )رﯾﺎﻟﯿﺘـــﯽ‬ ‫ﻣﺎﯾﻦ( ﻟﻪ وﻻﯾﻪﺗﻪ ﯾﻪﮐﮕﺮﺗﻮوهﮐﺎﻧﯽ ﺋﻪﻣﺮﯾﮑﺎ ﻟﻪ ﺳـــــــــــــــــــﻪر‬ ‫ﺷ‪‬ﻮازی ھﻪ‪‬ﺴــﻮﮐ‪‬وﺗﯽ ﺑﻪﮐﺎرھ‪‬ﻨﺎﻧﯽ ﻣﯚﺑﺎﯾﻞ ﺗﻮﯾﮋﯾﻨ‪‬وەﯾ‪‬ﮐﻰ‬ ‫ﺋﻪﻧﺠﺎﻣﺪاوه‪ .‬ﺑﻪ ﭘــ‪ ‬دهرﺋﻪﻧﺠﺎﻣﻪﮐﺎﻧــﯽ ﺗﯚ‪‬ـــﮋﯾﻨﻪوهﮐﻪ ﻟﻪ دوای‬ ‫ﺳـــــــــــــــــــــــﺎ‪‬ﯽ ‪٢٠٠٧‬ەوه ﻧﺎردﻧﯽ ﮐﻮرﺗﻪﻧﺎﻣﻪ زۆر زﯾﺎﺗﺮ ﺑﻮوه ﻟﻪ‬ ‫ﭘﻪﯾﻮهﻧﺪی دهﻧﮕﯽ‪ ،‬ﺑﻪ ﺟﯚر‪‬ﮏ ﮐﻪ ﺑﯚﺗﻪ ﺟ‪‬ﮕـﺮهوهی ﭘﻪﯾﻮهﻧﺪﯾﻪ‬ ‫دهﻧﮕﯿﻪﮐﺎن‪ ،‬ﺗﻮ‪‬ـــــﮋﯾﻨﻪوهﮐﻪ ھﯚﮐﺎرهﮐﺎﻧــــــﯽ ﺋﻪم ﮔﯚڕاﻧﮑﺎرﯾﻪ‬ ‫ﺑﻨﻪڕهﺗﯿﻪ ﻟﻪ ھﻪ‪‬ﺴـــــــــــــــــــﻮﮐ‪‬وﺗﯽ ﺑﻪﮐﺎرﺑﻪراﻧﯽ ﻣﯚﺑﺎﯾﻞ زﯾﺎﺗﺮ‬ ‫دهﮔﻪڕ‪‬ﻨ‪‬ﺘﻪوه ﺑﯚ ﺋﻪم ﺧﺎ‪‬ﻧﻪی ﺧﻮارهوه‪:‬‬

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‫ڕ‪‬ﭽﮑ‪‬ی ﺑﯿﺮﮐﺮدﻧ‪‬وەت دەﭘﭽﺮ‪‬ﻨﻦ‬

‫ﭘﻪﯾﻮهﻧﺪﯾﻪ دهﻧﮕﯿﻪﮐﺎن ﻟﻪ ﮐﺎﺗﯽ ھﺎﺗﻨﯿﺎﻧﺪا ﻟﻪواﻧﻪﯾﻪ ﺳـــﻪرﻗﺎ‪‬ﺖ‬ ‫ﺑﮑﻪن‪ ،‬ﺑﻪﺗﺎﯾﺒﻪﺗـﯽ ﻟﻪ ﮐﺎﺗ‪‬ﮑﺪا ﮐﻪ ﺧﻪرﯾﮑــﯽ ﺋﻪﻧﺠﺎﻣﺪاﻧــﯽ ﮐﺎر‪‬ﮏ‬ ‫ﯾﺎن ﭘﺮۆژهﯾﮑﯽ ﮔﺮﯾﻨﮓ ﺑ‪‬ﺖ وه ﺑﺎﯾﻪخ و ﻓﯚﮐﺴـــــــــــــــﺖ ﻟﻪ ﺳﻪر‬ ‫ﮐﺎرهﮐﻪ ﮐﻪم دهﮐﻪﻧﻪوه‪ ،‬ﺑﻪﻻم ﻧﺎردﻧـــــــــــــــــــــــــــﯽ ﮐﻮرﺗﻪﻧﺎﻣﻪ‬ ‫دهﺗﻮاﻧﺪر‪‬ﺖ ﻟﻪ ﮐﺎﺗ‪‬ﮑــﯽ ﮔﻮﻧﺠﺎو ﺑﻪ ﺧﯚت وه ﯾﺎن ﻟﻪ ﻧ‪‬ﻮان ﮐﺎر و‬ ‫ﺗﺎﺳـﮑﻪﮐﺎﻧﺪا ﺋﻪﻧﺠﺎم ﺑﺪر‪‬ﺖ‪ ،‬ھ‪‬روەھﺎ ﭘ‪‬ﯾﻮەﻧﺪﯾ‪ ‬دەﻧﮕﯿ‪‬ﮐﺎن‬ ‫ﺑ‪ ‬ﺷ‪‬ﻮەﯾ‪‬ﮐﻰ زۆر دەﺑﻨ‪ ‬ھﯚى ﺑ‪‬ﺰاڕى ﮐ‪‬ﺳ‪‬ﮐﺎن‪.‬‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 39‬‬

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‫ﻟﻮﺗﮑ‪‬ی ﺟﻮاﻧﯽ‬

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‫‪WARE MAN COMPANY‬‬

‫ﮐﯚﻣﭙﺎﻧﯿﺎی وارێ ﻣﻦ ﺑﯚ دﯾﺰاﯾﻦ و دﯾﮑﯚرات‬ ‫ھ‪‬وﻟ‪‬ﺮ‪ -‬ﺷﺎری ﺋﯿﺘﺎﻟﯽ ‪ - 2‬ژﻣﺎرەی ﭬﯿﻼ ‪511‬‬

‫‪0750 449 3659 - 0750 186 0309‬‬

‫ﺳﯿﺎﺳ‪‬ﺗﯽ داراﯾﯽ و ﺳ‪‬رﺑ‪‬ﺧﯚﯾﯽ‬ ‫ﺋﺎﺑﻮری ﮐﻮردﺳﺘﺎن‬ ‫ﺳﯿﺎﺳ‪‬ﺗﯽ داراﯾﯽ ھ‪‬ر‪‬ﻢ ﻟ‪‬م ﭼ‪‬ﻧﺪ ﺳﺎ‪‬ی راﺑﺮدوودا ﻧ‪‬ﯾﺘﻮاﻧﯿﻮە داھﺎﺗﯽ ﻧ‪‬ﺗ‪‬وە ﺟﯚراو‬ ‫ﺟﯚر ﺑﮑﺎت ﺑ‪ ‬ﺟﯚرﯾﮏ ﺗ‪‬ﻧﮫﺎ ﮔﺮﯾﻨﮕﯽ داوە ﺑ‪‬ﯾ‪‬ک ﮐ‪‬رت ﺋ‪‬وﯾﺶ ﮐ‪‬رﺗﯽ ﻧ‪‬وﺗ‪‬‬ ‫ﻟ‪ ‬ھ‪‬ﻣﻮو و‪‬ﺗﯿﮏ ﺣﮑﻮﻣ‪‬ت ﻟ‪ ‬ڕ‪‬ﮕﺎی ﺳــــــــﯿﺎﺳـــــــــ‪‬ﺗﯽ داراﯾﯽ ﭼﺎو‪‬ﺮی‬ ‫ﭼﺎﻻﮐﯽ ﺋﺎﺑﻮری و‪‬ت دەﮐﺎت‪ ،‬ﺋ‪‬م ﺳﯿﺎﺳ‪‬ﺗ‪ ‬ﻟ‪ ‬دوای داﮐﺸــــــــــــــــﺎﻧ‪‬وەی‬ ‫ﮔ‪‬ورەی ﺟﯿﮫﺎن دەرﮐ‪‬وت‪ ،‬ﺑ‪ ‬ﺟﯚر‪‬ﮏ ﺋ‪‬م ﺳـــﯿﺎﺳـــ‪‬ﺗ‪ ‬رۆ‪‬ﮑﯽ ﮔﺮﯾﻨﮕﯽ‬ ‫ﺑﯿﻨﯽ ﻟ‪ ‬ﭼﺎرەﺳــــ‪‬رﮐﺮدﻧﯽ دۆﺧ‪‬ﮐ‪ ‬ﻟ‪ ‬ر‪‬ﮕﺎی ﺋﺎﻣﺮازە ﺳــــ‪‬رەﮐﯿ‪‬ﮐﺎﻧﯽ‪ ،‬و‬ ‫دواﺗﺮﯾﺶ ﻟ‪ ‬دوای ﺟ‪‬ﻧﮕﯽ ﺟﯿﮫﺎﻧﯽ دووەم ﭘ‪‬رەی ﺳ‪‬ﻧﺪ‪ ،‬ﺋ‪‬وەش ﻟ‪ ‬ﺑ‪‬ر‬ ‫ﮔﺮﯾﻨﮕﯽ ﺳــﯿﺎﺳـــ‪‬ﺗ‪‬ﮐ‪ ‬ﺑﻮو ﺋ‪‬م ﺳـــﯿﺎﺳـــ‪‬ﺗ‪ ‬ﺑ‪ ‬ﺟﯚرﯾﮏ ﮐﺎر دەﮐﺎت ﺗﺎﮐﻮ‬ ‫ﺑﺘﻮاﻧ‪‬ﺖ داھﺎﺗﯽ و‪‬ت ﻟ‪ ‬ﺳــ‪‬ر ﺟ‪‬م ﮐ‪‬رت و ﺳـــ‪‬رﭼﺎوەﮐﺎﻧﯽ ﺗﺮی داھﺎت‬ ‫ﺑ‪ ‬دەﺳـــﺖ ﺑ‪‬ﻨﯿﺖ و ﺑﺘﻮاﻧ‪‬ﺖ ھﺎوﺳــــ‪‬ﻧﮕﯽ ﺋﺎﺑﻮوری و‪‬ت ﺑﭙﺎر‪‬ﺰﯾﺖ ﻟ‪ ‬ﺑ‪‬‬ ‫ﺑﺎزاڕی و ھ‪‬ﻟﺌﺎوﺳﺎﻧﺪا‪.‬‬ ‫ﻟ‪‬ﺮەدا زﯾﺎﺗﺮ ﻣ‪‬ﺑ‪‬ﺳـــﺘﻢ ﺑ‪‬ﺳــــﺘﻨ‪‬وەی ﺋ‪‬و ﺳــــﯿﺎﺳــــ‪‬ﺗ‪ ‬ﺑﻮو ﺑﯚ ﺋﺎﺑﻮوری‬ ‫ھ‪‬ﻤﯽ ﮐﻮردﺳـﺘﺎن‪ .‬ﺑﯚﯾ‪ ‬ﺑﺎﺳــﯽ ﺳــﯿﺎﺳــ‪‬ﺗﯽ داراﯾﯽ دەﮐ‪‬م ﮐ‪ ‬رۆﻟﯿﮑﯽ‬ ‫زۆر ﮔــــــــــﺮﯾﻨﮕـــــــــــﯽ ھ‪‬ﯾ‪ ‬ﺑﯚ ﺋ‪‬و ﮐﺎﺗ‪‬ی ﮐ‪ ‬ھ‪‬ر ھ‪‬ر‪‬ﻢ و ﻧﺎوﭼ‪‬ﯾ‪‬ک‬ ‫دەﯾ‪‬و‪‬ﺖ ﺳـ‪‬رﺑ‪‬ﺧﯚﯾﯽ ﺋﺎﺑﻮوری راﺑﮕ‪‬ﻨﯿﺖ‪ ،‬ﺳــﯿﺎﺳــ‪‬ﺗﯽ داراﯾﯽ ھ‪‬ر‪‬ﻤﯽ‬ ‫ﮐﻮردﺳﺘﺎن ﮐ‪ ‬ﭘﺸـــــــــﮑﯽ ﺷ‪‬ﺮی ﺑ‪‬ر دەﮐ‪‬و‪‬ﺖ ﻟ‪‬و ﻗ‪‬ﯾﺮاﻧ‪‬ی ﮐ‪ ‬ﺗﻮوﺷﯽ‬ ‫ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـــــــﺘﺎن ﺑﻮوە‪ ،‬ﺋ‪‬م ﺳــــــــﯿﺎﺳــــــــ‪‬ﺗ‪ ‬ﻟ‪ ‬ﻣﺎوەی ڕاﺑﺮدوودا‬ ‫ﻧ‪‬ﯾﺘﻮاﻧﯿﻮوە ﭼﺎﻻﮐﯿﯿ‪ ‬ﺋﺎﺑﻮورﯾ‪‬ﮐﺎن و ﮐ‪‬رﺗ‪‬ﮐﺎﻧــــــــــــــــــﯽ ﺧﯚی ر‪‬ﮑﺒﺨﺎت‪.‬‬ ‫ﺳـــــﯿﺎﺳــــــ‪‬ﺗﯽ داراﯾﯽ ھ‪‬ر‪‬ﻢ ﻟ‪‬م ﭼ‪‬ﻧﺪ ﺳــــــﺎ‪‬ی ڕاﺑﺮدوودا ﻧ‪‬ﯾﺘﻮاﻧﯿﻮە‬ ‫داھﺎﺗـــﯽ ﻧ‪‬ﺗ‪‬وە ﺟﯚراو ﺟﯚر ﺑﮑﺎت‪ ،‬ﺑ‪ ‬ﺟﯚرﯾﮏ ﺗ‪‬ﻧﮫﺎ ﮔــــﺮﯾﻨﮕــــﯽ داوە ﺑ‪‬‬ ‫ﯾ‪‬ک ﮐ‪‬رت ﺋ‪‬وﯾﺶ ﮐ‪‬رﺗﯽ ﻧ‪‬وﺗ‪ ،‬ھ‪‬ﻣﻮو ﮐ‪‬رﺗ‪‬ﮐﺎﻧﯽ ﺗﺮی ﭘﺸـــــــﺖ ﮔﯚی‬

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‫دەوﻟ‪‬ﺗ‪ ‬زﻟﮫﯿـــﺰەﮐﺎن ﺑ‪ ‬رﯾﮕ‪‬ی‬ ‫ﭘﯿﺪاﻧﯽ ﻗ‪‬رز ھ‪‬ول دەدەن ﺳـﯿﺎﺳــ‪‬ت‬ ‫و ﺋﺎﺑﻮری و‪‬ﺗﺎن ﮐﻮﻧﺘﺮول ﺑﮑ‪‬ن‬

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‫ﺧﺴـــــﺘﻮوە‪ ،‬ﺑﯚﯾ‪ ‬ﻟ‪ ‬ﺋ‪‬ﺴــــــﺘﺎدا ﻧﺎﺗﻮاﻧ‪‬ﺖ ﺑ‪‬رەﻧﮕﺎری ﻗ‪‬ﯾﺮاﻧ‪‬ﮐﺎن ﺑﺒ‪‬ﺘ‪‬وە‬ ‫ﺋ‪‬ﻣ‪ ‬ﺟﮕ‪ ‬ﻟ‪ ‬وەی ﮐ‪‬وا ﺣﮑﻮﻣ‪‬ﺗﯽ ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـــــــــــــــﺘﺎن ﻧﺰﯾﮑ‪‬ی‬ ‫ﺳــــﺎ‪‬ﮑ‪ ‬ﺳــــ‪‬رﺑ‪‬ﺧﯚﯾﯽ ﺋﺎﺑﻮری ﺧﯚی راﮔ‪‬ﯾﺎﻧﺪووە‪ ،‬ﺑ‪‬م ﺳـــــﯿﺎﺳـــــ‪‬ﺗ‪‬‬ ‫داراﯾﯿ‪‬ﮐ‪‬ی ھ‪‬ر‪‬ﻢ ﻧﺎﺗﻮاﻧ‪‬ﺖ ﺳ‪‬رﺑ‪‬ﺧﯚی ﺋﺎﺑﻮوری و‪‬ت ﺑﭙﺎر‪‬ﺰﯾﺖ و ﭘﺸـــﺖ‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 41‬‬

‫ﺑ‪‬م ﺳﯿﺎﺳ‪‬ﺗ‪ ‬ﺑﺒ‪‬ﺳﺘ‪‬ﺖ‪ ،‬ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ﺗﯽ ﻟ‪‬م ﻗ‪‬ﯾﺮاﻧ‪ ‬ﺋﺎﺑﻮورﯾ‪‬ی ﮐ‪ ‬ﺗﻮﺷـﯽ‬ ‫ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـﺘﺎن ﺑﻮوە ھ‪‬ﻣﻮو ھﯚﮐﺎرەﮐ‪‬ﺷـﯽ ﺑﯚ ‪‬وازی ﺳـﯿﺎﺳــ‪‬ﺗﯽ‬ ‫داراﯾﯽ دەﮔ‪‬ڕ‪‬ﺘ‪‬وە‪ ،‬ﭼﻮﻧﮑ‪ ‬ﺋ‪‬ﮔ‪‬ر و‪‬ﺗﯿﮏ ﺑﯿ‪‬و‪‬ﺖ ﺳـــ‪‬رﺑ‪‬ﺧﯚی ﺋﺎﺑﻮوری‬ ‫دروﺳﺖ ﺑﮑﺎت ﺑ‪ ‬ﺷﯿﯚەﯾ‪‬ﮐﯽ ﮔﺸـــــــﺘﯽ ﭘ‪‬ﻮﯾﺴـــــــﺘﯽ ﺑ‪ ‬ﭼ‪‬ﻧﺪ ﻓﺎﮐﺘ‪‬ر‪‬ﮏ‬ ‫ھ‪‬ﯾ‪ ،‬ﺑﯚ ﺋ‪‬م ﻣ‪‬ﺑ‪‬ﺳﺘ‪‬ش ﻟ‪‬ﺮەدا ﺑ‪ ‬ﭼ‪‬ﻧﺪ ﺧﺎ‪‬ﮏ ﺋﺎﻣﮋەﯾﺎن ﭘ‪‬ﺪەﮐ‪‬م‬ ‫‪ -١‬ﺑﻮوﻧﯽ ﺳــﯿﺎﺳـــ‪‬ﺗ‪‬ﮑﯽ داراﯾﯽ ﭼﺎ‪‬ک ﮐ‪ ‬ﭼﺎود‪‬ﺮی ﺳـــ‪‬رﺟ‪‬م ﭼﺎﻻﮐﯿ‪‬‬ ‫ﺋﺎﺑﻮرﯾﺮﮐﺎﻧﯽ و‪‬ت ﺑﮑﺎت‪.‬‬ ‫‪ -٢‬دﯾﺎرﯾﮑﺮدﻧﯽ ﺟﯚری ﺳﯿﺴﺘ‪‬ﻣﯽ ﺋﺎﺑﻮوری و‪‬ت‪.‬‬ ‫‪ -٣‬ﺋ‪‬م و‪‬ﺗ‪ ‬ﭘ‪‬ﻮﯾﺴــــــــﺘ‪ ‬ھﺎوردەی ﺷﻤ‪‬ک و ﮐﺎ‪‬ﮐﺎﻧﯽ ﮐ‪‬ﻣﺘﺮ ﺑ‪‬ﺖ ﻟ‪‬‬ ‫ھ‪‬ﻧﺎردە‪.‬‬ ‫‪-٤‬ﭘ‪‬ﻮﯾﺴـــــــــــﺘ‪ ‬ﺋ‪‬و و‪‬ﺗ‪ ‬ﺳ‪‬رﺟ‪‬م ﮐ‪‬رﺗ‪‬ﮐﺎﻧﯽ ﭼﺎﻻک ﺑ‪‬ﺖ ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ﺗﯽ‬ ‫ﮐ‪‬رﺗﯽ ﮐﺸــﺘﯚﮐﺎڵ و ﭘﯿﺸــ‪‬ﺳﺎزی و داھﺎت ﻟ‪ ‬ﮔﺸــﺖ ﮐ‪‬رﺗ‪‬ﮐﺎن ﺑ‪ ‬دەﺳﺖ‬ ‫ﺑ‪‬ﺖ ﺗﺎک ﻻﯾ‪‬ﻧ‪ ‬ﻧ‪‬ﺑ‪‬ﺖ‪.‬‬ ‫‪ -٥‬ﭘ‪‬ﻮﯾﺴــــﺘ‪ ‬ﺳﯿﺎﺳ‪‬ﺗﯽ ﻧ‪‬ﺧﺘﯿﻨ‪‬ﯾﯽ ﻟ‪ ‬ﺧﺰﻣ‪‬ت ﺳﯿﺎﺳ‪‬ﺗﯽ داراﯾﯽ و‪‬ت‬ ‫ﺑ‪‬ﺖ‪.‬‬ ‫‪ -٦‬ﺋ‪‬م و‪‬ﺗ‪ ‬ﯾ‪‬دەﮔﯿﮑﯽ ﺑﺎﺷــﯽ ھ‪‬ﺑ‪‬ﺖ ﻟ‪ ‬دراوە ﻗﻮرﺳـــ‪‬ﮐﺎن و زﯾﺮ‪ ،‬ﺑ‪‬‬ ‫واﺗﺎﯾ‪‬ﮐﯽ ﺗﺮ ﺋ‪‬م و‪‬ﺗ‪ ‬ﻗ‪‬رزی ﮔﺸـــــﺘﯽ ﻧ‪‬ﺑ‪‬ﺖ‪ ،‬ﺋ‪‬ﮔ‪‬ر ھ‪‬ﺷﯿﺒ‪‬ﺖ ﺑ‪‬ﮑﯽ‬ ‫ﮐ‪‬م ﺑ‪‬ﺖ‪.‬‬ ‫ﺑﯚﯾ‪ ‬ﻟ‪ ‬ﺋﯿﺴـﺘﺎدا ﺳ‪‬رﺑﻮﺧﯚﯾﯽ ﺋﺎﺑﻮوری دەﺑ‪‬ﺘ‪ ‬ژاﻧ‪ ‬ﺳ‪‬ر‪‬ﮏ ﺑﯚ ﺋ‪‬م و‪‬ﺗ‪‬‬ ‫ڕۆژاﻧ‪ ‬ﺑﺎزاڕەﮐﺎﻧﯽ ﺟﯿﮫﺎن ﮐﺎرﯾﮕ‪‬ری ﻟ‪‬ﺳ‪‬ر ﺋﺎﺳﺘﯽ ﺑﮋ‪‬ﻮی ﺧ‪‬ﮏ و داھﺎﺗﯽ‬ ‫و‪‬ت دروﺳـــﺖ دەﮐﺎت‪ ،‬دروﺳـــﺖ ﺑﻮوﻧﯽ ھ‪‬ﻟﺌﺎوﺳــــﺎن ﻟ‪ ‬ھ‪‬ر و‪‬ﺗ‪‬ﮑﯿﺶ‬ ‫ڕاﺳﺘ‪‬وﺧﯚ دەﮔﻮازر‪‬ﺘ‪‬وە ﻧﺎوﺧﯚی و‪‬ت‪ ،‬واﺗﺎ ھﺎوردەی دەﮐﺎت ﺑ‪ ‬ﺗﺎﯾﺒ‪‬ﺗﯽ‬ ‫ﺋ‪‬و و‪‬ﺗﺎﻧ‪‬ی ﮐ‪ ‬ھ‪‬ر‪‬ﻢ ﺋﺎﻟﻮﮔﯚڕی ﺑﺎزرﮔﺎﻧـﯿﺎن ﻟ‪ ‬ﮔ‪‬ﺪا دەﮐﺎت‪ ،‬ﻧﻤﻮﻧ‪‬ش‬ ‫ﺋﯿﺮان و ﺗﻮرﮐﯿﺎﯾ‪ ‬ﭼﻮﻧﮑ‪ ‬ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـــــﺘﺎن ﺳـــــ‪‬دا ‪ ٩٠‬ﺷــــــﻤ‪‬ک و‬ ‫ﭘ‪‬ﺪاوﯾﺴﺘﯿ‪‬ﮐﺎﻧﯽ ھﺎوردە دەﮐﺎت و ﮐﻮردﺳﺘﺎن دەﮐ‪‬وﯾﺘ‪ ‬ژ‪‬ﺮ دەﺳﺘﯽ ﺋ‪‬و‬ ‫و‪‬ﺗﺎﻧ‪ ‬و ﭼ‪‬ﻧﺪان ﮐ‪‬ﺸـــــــ‪‬ی ﺗﺮ ﮐ‪ ‬ﻟ‪ ‬ر‪‬ﺎﮔﯽ ﺋﺎﺑﻮوری ﺗﺎک ﻻﯾ‪‬ﻧ‪ ‬دروﺳﺖ‬ ‫دەﺑ‪‬ﺖ‪ .‬ﺑﯚﯾ‪ ‬ﺳــ‪‬رەﺗﺎ دەﺑ‪‬ﺖ ﺳـــﯿﺎﺳـــ‪‬ﺗ‪‬ﮑﯽ داراﯾﯽ ﭼﺎﻻﮐﻤﺎن ھ‪‬ﺑ‪‬ﺖ و‬ ‫ﺑﺘﻮاﻧ‪‬ﺖ داھﺎﺗﯽ ﻧ‪‬ﺗ‪‬وە ﺟﯚراو ﺟﯚر ﺑﮑﺎت‪ ،‬ﺋﯿﻨﺠﺎ ﺋ‪‬و ھ‪‬ﻧﮕﺎوە ﺑﻨ‪‬ﯿﻦ‪.‬‬

‫ﺑ‪‬ڕ‪‬ﻮەﺑـﺮدن ﺑ‪ ‬ﭘ‪‬ﻮەر‪‬ﮑـﯽ ﮔـﺮﻧﮓ ﺋ‪‬ژﻣﺎر دەﮐـﺮ‪‬ﺖ‬ ‫ﮐ‪ ‬ﻟ‪‬ﻣﯿﺎﻧ‪‬وە ﮐﻮﻣ‪‬ﮕﺎ و و‪‬ﺗﺎن ﭘﯚ‪‬ﯿﻦ دەﮐــﺮ‪‬ﺖ‬ ‫ﺑﯚ ﭘ‪‬ﮕ‪‬ﯾﺸــــــــــﺘﻮو ﮔ‪‬ﺷ‪‬ﺳ‪‬ﻧﺪوو ﻟ‪ ‬ﮔ‪‬ڵ ﻻوازو‬ ‫دواﮐ‪‬وﺗﻮو ﺟﺎ ﭘ‪‬ﻮﯾﺴـــــــــــــــــــــﺘ‪ ‬و‪‬ﺗﺎن و دەزﮔﺎو‬ ‫ر‪‬ﮑﺨـــﺮاوەﮐﺎن ﺑ‪ ‬ﺑ‪‬ردەواﻣـــﯽ ھ‪‬و‪‬ـــﯽ ﺋ‪‬ﮐﺘﯿﭫ‬ ‫ﮐﺮدﻧﯽ ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧﯿﺎن و ﭼﺎﮐﮑﺮدﻧﯽ ﻻوازﯾﯿ‪‬ﮐﺎﻧﯿﺎن‬ ‫ﺑﻦ‪ ،‬ﺑ‪‬ڕ‪‬ﻮەﺑــﺮدن وەک ﮐﺎرﺗ‪‬ﮑــﺮدن ﺑــﺮﯾﺘﯿﯿ‪ ‬ﻟ‪ ‬ﺑ‪‬‬ ‫ﮐﺎرھ‪‬ﻨﺎﻧﯽ دەراﻣ‪‬ﺗ‪ ‬ﻣﺮۆﯾﯽ و ﻣﺎدﯾـﯽ و داراﯾـﯽ و‬ ‫زاﻧﯿﺎرﯾ‪‬ﮐﺎن و ﺑﯿـــــــــــــــــــــــﺮوﮐ‪‬ﮐﺎن و ﮐﺎﺗ‪‬ﮐﺎن‪ ،‬ﺑ‪‬‬ ‫ﺷــــ‪‬ﻮەﯾ‪‬ﮐﯽ ﮐﺎراو ﮐﺎرﯾﮕ‪‬ر و ﻟ‪‬ﮫﺎﺗﻮو‪ ،‬ﻟ‪ ‬ﻣﯿﺎﻧ‪‬ی‬ ‫ﭘ‪‬ۆﺳـــــــــــــــ‪‬ی ﺑ‪‬ڕ‪‬ﻮەﺑﺮدن ﮐ‪ ‬ﺧﯚی ﻟ‪ ‬ﭘﻼﻧﺪاﻧﺎن‪،‬‬ ‫ڕ‪‬ﮑﺨﺴـــــﺘﻦ‪ ،‬ڕ‪‬ﻨﻤﺎﯾﯽ و ﺋﺎراﺳﺘ‪‬ﮐﺮدن‪ ،‬ﭼﺎود‪‬ﺮﯾﺪا‬ ‫دەﺑﯿﻨ‪‬ﺘ‪‬وە‪ ،‬ﺑ‪ ‬ﻣ‪‬ﺑ‪‬ﺳــــــــــــــــــــــﺘﯽ ﺑ‪‬دﯾﮫ‪‬ﻨﺎﻧﯽ‬ ‫ﺋﺎﻣﺎﻧﺠ‪‬ﮐﺎن‪ .‬ھ‪‬روەھﺎ ﺑ‪‬ڕ‪‬ﻮەﺑــــــــــــﺮدن ﺑﺎﯾ‪‬خ و‬ ‫ﮔﺮﻧﮕﯽ ﺧﯚی ھ‪‬ﯾ‪ ‬ﻟ‪ ‬ﺑ‪‬ر ﺋ‪‬م ڕاﺳﺘﯿﺎﻧ‪‬‬ ‫ ﺑ‪‬ڕ‪‬ﻮەﺑﺮدن ﻧﺎوﻧﯿﺸـــــــــــﺎﻧﯽ ﭘ‪‬ﺸــــــــــــﮑ‪‬وﺗﻦ و‬‫ﭘ‪‬رەﭘ‪‬ﺪاﻧ‪.‬‬ ‫ ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧﯽ ﺳـــــــــــــــــــــــ‪‬رﮐ‪‬وﺗﻮو‪ ،‬ﮐﻮﻣ‪‬ﮕ‪‬‬‫ﭘ‪‬ﺸـــــﮑ‪‬وﺗﻮوەﮐﺎن ﻟ‪ ‬ﮐﻮﻣ‪‬ﮕ‪ ‬دواﮐ‪‬وﺗﻮوەﮐﺎن‬ ‫ﺟﯿﺎ دەﮐﺎﺗ‪‬وە‪.‬‬ ‫ ﭘﻼﻧﯽ ﺑﺎش و ﺳ‪‬رﮐ‪‬وﺗﻮو ﺷﮑﺴــــــﺖ د‪‬ﻨ‪‬ﺖ‪ ،‬ﻟ‪‬‬‫ﺳﺎﯾ‪‬ی ﺳﯿﺴﺘ‪‬ﻣﯽ ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧﯽ ﺧﺮاﭘﺪا‪.‬‬ ‫ ﺑ‪‬ڕ‪‬ﻮەﺑـــــﺮدن ﮔـــــﺮﻧﮕﺘــــــﺮﯾﻦ ﻣﯿﮑﺎﻧﯿــــــﺰﻣــــــﯽ‬‫ﺑ‪‬ﮐﺎرھ‪‬ﻨـــــــــــــﺮاوە ﻟ‪ ‬ﻻﯾ‪‬ن و‪‬ﺗﺎﻧ‪‬وە ﻟ‪ ‬ﭘ‪‬ﻨﺎوی‬ ‫ﭘ‪‬ﺸﮑ‪‬وﺗﻦ و ﮔ‪‬ﺷ‪‬ﺳ‪‬ﻧﺪن‪.‬‬ ‫ ﺑ‪ ‬ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧﯽ ﺑﺎش ﺋﺎﺳــــــــــــــــﺘﯽ ﭘ‪‬روەردە و‬‫ﻓ‪‬ـﺮﺑﻮون‪ ،‬ﺧـﺰﻣ‪‬ﺗﮕﻮزاری ﭼﺎود‪‬ـﺮی ﮐﻮﻣ‪‬ﯾ‪‬ﺗــﯽ‬ ‫دﯾﺎری دەﮐﺮ‪‬ﺖ‪.‬‬ ‫ ﻣﺮوڤ ﺑ‪ ‬ﺳــــــــــــﺮوﺷـــــــــــــﺖ و ﻓﯿﺘﺮەﺗﯽ ﺧﯚی‬‫ﻣ‪‬دەﻧﯿﯿ‪‬وە ﻟ‪ ‬ﮔ‪‬ڵ ﮐﻮﻣ‪‬ﺪا دەژی و ﻧﺎﮐـــــــﺮ‪‬ﺖ‬ ‫داﺑ‪‬او ﺑ‪‬ﺖ ﻟ‪ ‬ﺧ‪‬ﻟﮏ‪،‬‬ ‫ ﺑ‪‬ڕ‪‬ﻮەﺑـﺮدن ﻣﯿﮑﺎﻧﯿــﺰﻣــﯽ ﮔــﺮﻧﮕ‪ ‬ﺑﯚ ﮐﺎراﯾــﯽ و‬‫ﮐﺎرﺋﺎﺳــــــــــــــــــــــﺎﻧﯽ ﮐﺎری ﺗﺎک و ﮐﻮﻣ‪‬ﻟﮕ‪ ،‬ﺑ‪‬رەو‬ ‫ﺋﺎﻣﺎﻧﺠ‪‬ﮐﺎﻧﯽ‪ ،‬ھ‪‬روەھﺎ ﮔﺮﻧﮕ‪ ‬ﺑﯚ ﺑ‪‬ڕ‪‬ﻮەﭼﻮوﻧﯽ‬ ‫ﮐﺎروﺑﺎری دەزﮔﺎ و داﻣ‪‬زراوەﮐﺎن ﺑ‪ ‬ﻣ‪‬ﺑ‪‬ﺳــــــــــﺘﯽ‬ ‫ﮔ‪‬ﯾﺸﺘﻦ ﺑ‪ ‬ﺋﺎﻣﺎﻧﺠ‪‬ﮐﺎن‪.‬‬ ‫ﺑ‪‬ڕ‪‬ﻮەﺑﺮدن ﭘﯿﺎدە دەﮐﺮ‪‬ﺖ ﻟ‪ ‬ﺳـــــــــــــــــــ‪‬رﺟ‪‬م‬‫داﻣ‪‬زراوەﮐﺎﻧﺪا‪ ،‬ﮔ‪‬ورە ﺑﻦ ﯾﺎن ﺑﭽﻮوک‪ ،‬ﺑﺎزرﮔﺎﻧــــﯽ‬ ‫ﺑﻦ ﯾﺎن ﭘﯿﺸ‪‬ﺳﺎزی‪ ،‬ﯾﺎ ﺧﻮد ﺳ‪‬رﺑﺎزی و وەرزﺷﯽ‪ .‬و‬ ‫ھﯿﭻ دام و دەزﮔﺎﯾ‪‬ک ﺑ‪ ‬ﺑ‪ ‬ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧ‪‬ﮑـﯽ ﮐﺎرا‬ ‫ﺳ‪‬رﮐ‪‬وﺗﻦ ﺑ‪ ‬دەﺳﺖ ﻧﺎھ‪‬ﻨ‪‬ﺖ‪.‬‬ ‫ﺋﺎﺳﺘﯽ ﭘ‪‬ﺸــﮑ‪‬وﺗﻨﯽ ھ‪‬ر ﮔ‪‬ل و و‪‬ﺗﯿﮏ ﺑ‪‬ﻧﺪە‬‫ﺑ‪‬و ﺷــــﯿﻮازە ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧ‪‬ی ﮐ‪ ‬ﭘ‪‬ﯾ‪‬ەوی دەﮐ‪‬ن‪،‬‬ ‫زۆر و‪‬ت ﺧﺎوەﻧــﯽ دەراﻣ‪‬ﺗــﯽ ﻣــﺮۆﯾـــﯽ و داراﯾـــﯽ‬ ‫ﺑ‪‬رزن‪ ،‬ﺑ‪‬ﻻم ﺑ‪ ‬ھﯚی ﮐ‪‬ﻣﯽ ﺋ‪‬زﻣﻮوﻧﯽ ﮐﺎرﮔ‪‬ـ‪‬ی‬ ‫ﻟ‪ ‬ﭘ‪‬ﮕ‪‬ﯾ‪‬ﮐﯽ ﺧﺮاپ و ﻻوازدان‪،‬‬

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‫ﺳ‪‬رﮐ‪‬وﺗﻨﯽ ﭘﻼﻧﯽ ﭘ‪‬رەﭘ‪‬ﺪاﻧﯽ ﺋﺎﺑﻮری و ﮐﯚﻣ‪‬ﯾ‪‬ﺗﯽ‪،‬‬ ‫ﺑ‪‬ﻧﺪە ﺑ‪ ‬ﺋﺎﺳﺘﯽ ﻟ‪‬ﮫﺎﺗﻮوﯾﯽ و ﺷﯿﺎوی ﺳﯿﺴﺘ‪‬ﻣﯽ‬ ‫ﺑ‪‬ڕ‪‬ﻮەﺑﺮدن ﻟ‪ ‬ﭘﺮۆژە ﺟﯿﺎوازەﮐﺎﻧﯽ و‪‬ﺗﺪا‬

‫ھ‪‬روەھﺎ دەﺗﻮاﻧﯿﻦ ﺑ‪‬ﯿﻦ‪ :‬ﺳــــــــــــ‪‬رﮐ‪‬وﺗﻨﯽ‬ ‫ﭘﻼﻧــﯽ ﭘ‪‬رەﭘ‪‬ﺪاﻧـــﯽ ﺋﺎﺑﻮری و ﮐﻮﻣ‪‬ﯾ‪‬ﺗـــﯽ و‬ ‫ﺑ‪‬دﯾﮫ‪‬ﻨﺎﻧﯽ ﺋﺎﻣﺎﻧﺠ‪‬ﮐﺎن و ﺳ‪‬رﮐ‪‬وﺗﻨﯽ ﭘ‪‬ۆژە‬ ‫ﺟﯿﺎوازەﮐﺎن‪ ،‬ﻟ‪ ‬ھ‪‬ﻣﻮو ﺑﻮارەﮐﺎﻧـﯽ ﭼﺎ‪‬ﮐـﯽ و‬ ‫ﺋﺎﺑﻮری و ﮐﺸـﺘﻮﮐﺎﻟﯽ و ﭘ‪‬ﺸــ‪‬ﺳﺎزی و ﺧﺰﻣ‪‬ت‬ ‫ﮔﻮزاری ﭘﯿﺎدە ﻧﺎﮐــــــــــــﺮ‪‬ﺖ ﺑ‪‬ﺑــــــــــــ‪ ‬ﭼﺎک ﺑ‪‬‬ ‫ﮐﺎرھ‪‬ﻨﺎﻧﯽ دەراﻣ‪‬ﺗﯽ ﻣﺎدی و ﻣﺮۆﯾﯽ‪.‬‬ ‫ دەراﻣ‪‬ﺗﯽ ﺑ‪‬ردەﺳـــــــــﺖ ) ﺑ‪‬ﺑ‪ ‬زﯾﺎدەدان و‬‫ﮐ‪‬ﻣﺘ‪‬رﺧ‪‬ﻣﯽ ( ﻟ‪ ‬ﺑﻨ‪‬ڕەﺗﺪا ﻟ‪ ‬ﺳــــــــــــــــــــ‪‬ر‬ ‫ﻟ‪‬ﮫﺎﺗﻮوﯾﯽ و ﮐﺎراﯾﯽ ﺳﯿﺴـــﺘ‪‬ﻣﯽ ﺑ‪‬ڕ‪‬ﻮەﺑﺮدن‬ ‫دەوەﺳـﺘ‪‬ﺖ‪ ،‬ﻟ‪ ‬ﺑﻮارە ﺟﯿﺎوازەﮐﺎﻧﺪا‪ .‬ھ‪‬روەھﺎ‬ ‫ﺳــــــــــــــــــ‪‬رﮐ‪‬وﺗﻨﯽ ﭘ‪‬ۆژەﮐﺎن و ﺑ‪ ‬دﯾﮫ‪‬ﻨﺎﻧﯽ‬ ‫ﺋﺎﻣﺎﻧﺠ‪ ‬ڕووﻧ‪‬ﮐﺎن ﻟ‪ ‬ﭘﻼﻧﯽ ﮐﺎردا ﭘﺸـــــــــﺖ ﺑ‪‬‬ ‫ﭼﯚﻧﯿ‪‬ﺗﯽ ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧﯿﺎن دەﺑ‪‬ﺳــــــــــﺘﺮ‪‬ﺖ‪ .‬ﻟ‪‬‬ ‫ﻣ‪‬وە دەﮔ‪‬ﯾﻨ‪ ‬ﺋ‪‬وەی ﺳــــــــ‪‬رﮐ‪‬وﺗﻨﯽ ﭘﻼﻧﯽ‬ ‫ﭘ‪‬رەﭘ‪‬ﺪاﻧـﯽ ﺋﺎﺑﻮری و ﮐﻮﻣ‪‬ﻻﯾ‪‬ﺗــﯽ‪ ،‬ﺑ‪‬ﻧﺪە ﺑ‪‬‬ ‫ﺋﺎﺳﺘﯽ ﻟ‪‬ﮫﺎﺗﻮوﯾﯽ و ﺷﯿﺎوی ﺳﯿﺴــــــــــــﺘ‪‬ﻣﯽ‬ ‫ﺑ‪‬ڕ‪‬ﻮەﺑﺮدن ﻟ‪ ‬ﭘ‪‬ۆژە ﺟﯿﺎوازەﮐﺎﻧﯽ و‪‬ﺗﺪا‪.‬‬ ‫ ﺋ‪‬ﻣ‪‬و ﺑ‪‬ڕ‪‬ﻮەﺑﺮدن ﺑ‪ ‬ﺷــ‪‬ﻮاز‪‬ﮑﯽ ﻣﻮد‪‬ﺮن‪،‬‬‫ﺑ‪ ‬ﭘ‪‬ــــﯽ ﺗﺎزەﺗــــﺮﯾﻦ زاﻧﯿﺎرﯾ‪‬ﮐﺎﻧــــﯽ ﺋ‪‬م ﺑﻮارە‪،‬‬

‫ﭘﺮﺳ‪‬ﮑﯽ ﮔﺮﻧﮕ‪ ‬و ﭘ‪‬ﻮﯾﺴــــــــــﺘ‪ ‬ﺑ‪ ‬ﺑﺎﯾ‪‬ﺧ‪‬وە‬ ‫ﺗ‪‬ﻣﺎﺷــــــــــــــــــﺎ ﺑﮑﺮ‪‬ﺖ‪ ،‬ﻧ‪ ‬وﻻت و ﻧ‪ ‬دەزﮔﺎو‪،‬‬ ‫ﻧ‪‬ﺣﯿﺰب‪ ،‬و ڕ‪‬ﮑﺨﺮاوی ﺳـــﯿﺎﺳــــﯽ و ڕ‪‬ﮑﺨﺮاوی‬ ‫ﮐﻮﻣ‪‬ﻟﮕ‪‬ی ﻣ‪‬دەﻧﯽ ﺑ‪ ‬ﻣﯿﮑﺎﻧﯿﺰم و ﺷـ‪‬ﻮازی‬ ‫ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧﯽ ﮐﻼﺳــــﯿﮑﯽ ﺟﺎران ﺑ‪‬ڕ‪‬ﻮە ﻧﺎﭼ‪‬ﺖ‬ ‫و ﺑ‪‬ردەواﻣــــــــــــــــــــــﯿﺶ وزەو ﺗﻮاﻧﺎو ﻣﺎدی و‬ ‫ﻣــــــــــــــــــﺮۆﯾﯿ‪‬ﮐﺎن ﺑ‪ ‬ﻓﯿــــــــــــــــــ‪‬ۆ دەﭼ‪‬ﺖ‪،‬‬ ‫ﭼﺎرەﻧﻮوﺳﯿﺸﯿﺎن ھ‪‬ر ﺷﮑﺴﺖ و دواﮐ‪‬وﺗﻨ‪.‬‬ ‫ﺋ‪‬ﻣ‪‬ۆ ﻟ‪ ‬ھ‪‬ر‪‬ﻤﯽ ﮐﻮردﺳـــــﺘﺎن ﻟ‪ ‬ھ‪‬ر ﮐﺎت‬ ‫زﯾﺎﺗﺮ ﭘ‪‬ﻮﯾﺴـﺘﯿﻤﺎن ﺑ‪ ‬ﺳﯿﺴـﺘ‪‬ﻣ‪‬ﮑﯽ ﮐﺎرﮔ‪‬ی‬ ‫ھﺎوﭼ‪‬رخ و ﺷـﯿﺎو ھ‪‬ﯾ‪ ،‬ﮐ‪ ‬ﻟ‪‬ﺋﺎﺳــﺖ ﻗﻮﻧﺎغ‬ ‫و ﺳــــــ‪‬ردەﻣ‪‬ﮐ‪‬دا ﺑ‪‬ﺖ‪ ،‬ﭼﻮﻧﮑ‪ ‬ﺑ‪‬ﺷـــــــ‪‬ﮑﯽ‬ ‫ﺳـــــــــــــــ‪‬رەﮐﯽ ﮔ‪‬ﻧﺪە‪‬ﯽ ﺑﺮﯾﺘﯿ‪ ‬ﻟ‪ ‬ﮔ‪‬ﻧﺪە‪‬ﯽ‬ ‫ﮐﺎرﮔ‪‬ــ‪‬ی ﮐ‪ ‬ﻟ‪ ‬زۆرﺑ‪‬ی ﺟﻮﻣﮕ‪‬ﮐﺎﻧــﯽ ﮐ‪‬رﺗــﯽ‬ ‫ﮔﺸــــــــــــــــﺘﯽ و ﺗﺎﯾﺒ‪‬ﺗﺪا ھ‪‬ﯾ‪ ،‬ھ‪‬روەھﺎ ﺑ‪‬‬ ‫ﺋ‪‬ﻧﺪازەی ﺟﯿﺎواز ﻟ‪ ‬ﻧ‪‬ﻮ ﺣﯿﺰب و ڕ‪‬ﮑﺨـﺮاوەﮐﺎن‬ ‫و ﻣﯿﺪﯾﺎﮐﺎن و ڕ‪‬ﮑﺨـــــﺮاوەﮐﺎﻧـــــﯽ ﮐﻮﻣ‪‬ﮕ‪‬ی‬ ‫ﻣ‪‬دەﻧﯿﺪا ﺑﻮوﻧـــﯽ ھ‪‬ﯾ‪ ،‬ﺑ‪‬م ڕ‪‬ـــﮋەﮐ‪‬ی ﻟ‪‬‬ ‫دەزﮔﺎﯾ‪‬ﮐ‪‬وە ﺑﯚ دەزﮔﺎﯾ‪‬ﮐﯽ ﺗﺮ دەﮔﯚڕ‪‬ﺖ‪.‬‬

‫‪42 l ECONOMY MAGAZINE JAN/FEB 2016‬‬

‫ﭘ‪‬ﻮﯾﺴﺘﻤﺎن‬ ‫ﺑ‪ ‬ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧﯽ‬ ‫ﮐﺎرا ھ‪‬ﯾ‪!!‬‬

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‫ﭘ‪‬ﻮﯾﺴﺘ‪ ‬وﻻﺗﺎن و دەزﮔﺎو‬ ‫ڕ‪‬ﮑﺨــﺮاوەﮐﺎن ﺑ‪ ‬ﺑ‪‬ردەواﻣـــﯽ‬ ‫ھ‪‬و‪‬ــــﯽ ﺋ‪‬ﮐﺘﯿﭫ ﮐــــﺮدﻧــــﯽ‬ ‫ﺑ‪‬ڕ‪‬ﻮەﺑـﺮدﻧﯿﺎن و ﭼﺎﮐﮑــﺮدﻧــﯽ‬ ‫ﻻوازﯾﯿ‪‬ﮐﺎﻧﯿﺎن ﺑﺪەن‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 43‬‬

‫ھ‪‬ﻣﻮﻣﺎن ﭘ‪‬ﻮﯾﺴـﺘﯿﻤﺎن ﺑ‪ ‬ﺑ‪‬ڕ‪‬ﻮەﺑﺮدن ھ‪‬ﯾ‪،‬‬ ‫ﺗﺎﮐ‪ ‬زاﻣﻨـــﯽ ﺟــــ‪ ‬ﺑ‪‬ﺟ‪‬ﮑــــﺮدﻧــــﯽ ﺋ‪‬رﮐ‪‬ﮐﺎن و‬ ‫ﺑ‪‬دەﺳــــــــﺖ ھ‪‬ﻨﺎﻧﯽ ﺋ‪‬ﻧﺠﺎﻣ‪‬ﮑﯽ ﺑﺎش‪ ،‬ﺑ‪ ‬ﭘ‪‬ﯽ‬ ‫ﭘ‪‬ۆﺳــــــــــــــــــ‪‬ﯾ‪‬ﮐﯽ ڕ‪‬ﮑﺨﺮاو ھ‪‬ر ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧ‪،‬‬ ‫ﺟﯿﮫﺎﻧــــــــﯽ ﺋ‪‬ﻣــــــــ‪‬ۆ ھﯿﭻ ﻣ‪‬وداﯾ‪‬ﮐـــــــــﯽ ﺑﯚ‬ ‫ھ‪‬ڕەﻣ‪‬ﮐﯽ و ﺑ‪ ‬ﺳــــــــــ‪‬رو ﺑ‪‬ری ﻟ‪ ‬ﺑ‪‬ﯾﺎردان و‬ ‫ﮐﺎرﮐﺮدﻧﺪا ﻧ‪‬ھ‪‬ﺸــــﺘﯚﺗ‪‬وە‪ ،‬ﺑ‪‬ﮑﻮ ھ‪‬ﻣﻮوی ﺑ‪‬‬ ‫ﭘ‪‬ﯽ ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧ‪‬ﮑﯽ زاﻧﺴـﺘﯿﺎﻧ‪ ‬ﺋﺎراﺳﺘ‪ ‬دەﮐﺮ‪‬ﺖ‪.‬‬ ‫ﺋ‪‬ﻣ‪‬ۆ ﺑ‪‬ر‪‬ﻮەﺑﺮدن زاﻧﺴــــﺘ‪‬ﮑ‪ ‬و ﭘ‪‬ﻮﯾﺴـــــﺘ‪ ‬ﻟ‪‬‬ ‫ﺳــــ‪‬رﻣﺎن ﻓ‪‬ﺮی ﺑﯿﻦ و ﺗ‪‬ﯽ ﺑﮕ‪‬ﯾﻦ و ﺟ‪‬ﺒ‪‬ﺟ‪‬ﯽ‬ ‫ﺑﮑ‪‬ﯾﻦ‪ ،‬ﺗﺎ ﺋ‪‬ﻧﺠﺎﻣﯽ ﺑﺎش ﺑ‪ ‬دەﺳــــــــﺖ ﺑ‪‬ﻨﯿﻦ و‬ ‫ﺑﮕ‪‬ﯾﻨ‪ ‬ﺋﺎﺳﺘﯽ ﮔ‪‬ﻟ‪ ‬ﭘ‪‬ﺸـــــــﮑ‪‬وﺗﻮوەﮐﺎن‪ .‬ﮐﺎﺗﯽ‬ ‫ﺋ‪‬وە ھﺎﺗﻮوە ﻓ‪‬ـــــﺮی ﺋ‪‬وە ﺑﯿﻦ ﭼﯚن ﺧﯚﻣﺎن و‬ ‫ﺧ‪‬ـــــــــــــــــــﺰان و داﻣﻮدەزﮔﺎ و ﮐﯚﻣ‪‬ﮕﺎﮐ‪‬ﻣﺎن‬ ‫ﺑ‪‬ر‪‬ﻮەﺑ‪‬رﯾﻦ‪ ،‬ﻧ‪‬ک ﺑ‪ ‬ﭘ‪‬ـــــــﯽ ﺋ‪‬ﺋ‪‬زﻣﻮﻧ‪‬ﮑــــــــﯽ‬ ‫ﺑﯚﻣﺎوەﯾﯽ ﮐﻼﺳﯿﮑﯽ ﻟ‪‬رزۆک و ﻓ‪‬ﺷـ‪‬ڵ‪ ،‬ﺑ‪‬ﮑﻮ‬

‫ﻟ‪ ‬ڕ‪‬ﮕﺎی ﻓ‪‬ﺮﺑﻮوﻧﯽ زاﻧﺴــــﺘﯽ و ڕاھ‪‬ﻨﺎن ﻟ‪ ‬ﺳ‪‬ر‬ ‫دەﺳﺘﯽ ﮐ‪‬ﺳﺎﻧﯽ ﭘﺴـــــــــــــﭙﯚڕو ﺷﺎرەزا‪ .‬ژﯾﺎﻧﻤﺎن‬ ‫ھ‪‬ﻣﯿﺸـــــــــــ‪ ‬ﭘﺸـــــــــــﺖ ﺑ‪ ‬ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧﯽ ﭼﺎک‬ ‫دەﺑ‪‬ﺳـــﺘ‪‬ﺖ‪ ،‬ژﯾﺎﻧﻤﺎن ھ‪‬ﻣﻮوی ﺑ‪‬ڕ‪‬ﻮەﺑﺮدﻧ‪ ‬ﻟ‪‬‬ ‫ﻧ‪‬ﻮ ﺑ‪‬ڕﯾﻮەﺑـــــــﺮدﻧﺪا‪ ،‬ﮔ‪‬ر ﺗﻮاﻧﯿﻤﺎن ﺑ‪ ‬ﭼﺎﮐـــــــﯽ‬ ‫ﮐﺎروﺑﺎرەﮐﺎﻧﻤﺎن ﺑ‪‬ڕ‪‬ــــــﻮەﺑ‪‬رﯾﻦ ﺋ‪‬وا ھ‪‬ﻣـــــــﻮو‬ ‫زﻧﺠﯿﺮە و ﺑ‪‬ش و ﺟﻮﻣﮕ‪‬ﮐﺎﻧـﯽ ژﯾﺎن ڕ‪‬ﮏ دەﺑ‪‬ﺖ‬ ‫ھ‪‬رﭼ‪‬ﻧﺪە ﭘﺎﻧﺘﺎﯾﯿ‪‬ﮐﺎن ﻓــــﺮاوان و ﺋﺎ‪‬ﯚزﯾﺶ ﺑﻦ‪.‬‬ ‫وەک زاﻧﺮاوە ﻟ‪ ‬ﺳ‪‬ردەم و ﻗﯚﻧﺎﻏ‪‬ﮑﺪا دەژﯾﻦ ﮐ‪‬‬ ‫ﺑ‪ ‬ﺳ‪‬ردەﻣﯽ ﭘ‪‬ﺸﮑ‪‬وﺗﻨﯽ زاﻧﺴـﺖ و ﺗ‪‬ﮐﻨﯚﻟﯚژی‬ ‫ﻧﺎﺳﺮاوە و ﮐﺎرﯾﮕ‪‬ر‪‬ﺘﯽ ﮔ‪‬ورەی ﻟ‪ ‬ڕوداﻧﯽ زۆر‪‬ﮏ‬ ‫ﻟ‪ ‬ﮔﯚڕاﻧﮑﺎرﯾﯽ ﺋﺎﺑﻮری و ﮐﯚﻣ‪‬ﯾ‪‬ﺗـﯽ و ﮐﺎرﮔ‪‬ـ‪‬ی‬ ‫و ﺳﯿﺎﺳـﯽ و ﭘ‪‬روەدەرﯾﯽ و ﻓ‪‬رھ‪‬ﻧﮕﯿﺪا ھ‪‬ﯾ‪،‬‬ ‫ﺋ‪‬م ﮔﻮراﻧﮑﺎرﯾﯿ‪ ‬ﺳ‪‬رﺳﻮڕھ‪‬ﻨ‪‬راﻧ‪ ‬ﭘ‪‬ﻮﯾﺴــــــﺘﯽ‬ ‫ﺑ‪ ‬ﭼ‪‬ﻣﮑــــــــــﯽ ﮐﺎرﮔ‪‬ــــــــــ‪‬ی ھﺎوﭼ‪‬رخ ھ‪‬ﯾ‪،‬‬ ‫ھ‪‬روەھﺎ ﺋﺎﺳﺘﯽ‬

‫‪ZHEEN‬‬ ‫‪R‬‬

‫‪E‬‬

‫‪T‬‬

‫‪N‬‬

‫‪E‬‬

‫‪C‬‬

‫ﻟﻠﺠﺮاﺣﺔ اﻟﺘﺠﻤﻴﻠﻴﺔ واﻻﻣﺮاض اﻟﺠﻠﺪﻳﺔ واﻟﻌﻨﺎﻳﺔ ﺑﺎﻟﺒﺸﺮة‬

‫ﺳ‪‬ﻧﺘ‪‬ری ژﯾﻦ ﺑﯚ ﺟﻮاﻧﮑﺎری‬

‫ﻣﺮﻛﺰ زﻳﻦ ﻟﻠﺘﺠﻤﻴﻞ‬

‫‪.‬ازاﻟﺔ اﻟﺸﻌﺮ‬ ‫‪.‬ﺗﺠﻤﻴﻞ اﻟﺠﻠﺪ وازاﻟﺔ اﻟﻜﻠﻒ‬ ‫‪.‬ازاﻟﺔ اﻻﺛﺎر واﻟﺸﺎﻣﺎت واﻟﺘﺎﺗﻮ ﺑﺎﻟﻠﻴﺰر‬ ‫‪.‬ازاﻟﺔ اﻟﺸﺤﻮم‬ ‫‪.‬زرع اﻟﺸﻌﺮ ﻃﺒﻴﻌﻲ‬ ‫‪.‬ازاﻟﺔ اﻟﺸﻌﻴﺮات اﻟﺪﻣﻮﻳﺔ واﻟﺪواﻟﻲ ﺑﺪون ﺟﺮاﺣﺔ‬ ‫‪.‬ﺗﺠﻤﻴﻞ اﻻﻧﻒ واﻟﺜﺪي واﻟﺒﻄﻦ واﻷوداف‬

‫ﻗﺴﻢ اﻟﻌﻤﻠﻴﺎت و اﻟﺠﺮاﺣﺔ اﻟﺘﺠﻤﻴﻠﻴﺔ‬

‫ﻻﺑﺮدﻧﯽ ﻣﻮو‬ ‫ﺟﻮاﻧﮑﺎری ﭘ‪‬ﺴﺖ و ﻻﺑﺮدﻧﯽ ﻟ‪‬ﮐ‪ ‬و ﭘ‪‬ﻟ‪ ‬و زﯾﻮان‬ ‫ﻻﺑﺮدﻧﯽ ﺷﻮﯾﻨﯽ زﯾﺒﮑ‪ ‬و ﺧﺎل و ﺗﺎﺗﯚ ﺑ‪ ‬ﻟﯿﺰﯾﺮ‬ ‫ﻻﺑﺮدﻧﯽ ﭼ‪‬وری ﻟ‪ ‬ﺋﺎﻓﺮەﺗﺎن و ﭘﯿﺎوان‬ ‫ﭼﺎﻧﺪﻧﯽ ﻗﮋی ﺳﺮوﺷﺘﯽ‬ ‫ﭼﺎرەﺳ‪‬رﮐﺮدﻧﯽ دەواﻟﯽ ﻗﺎﭼ‪‬ﮐﺎن ﺑ‪ ‬ﺑ‪ ‬ﻧ‪‬ﺷﺘ‪‬رﮔ‪‬ری‬ ‫ﺟﻮاﻧﮑﺎری ﻟﻮت و ﻣ‪‬ﻣﮏ و ﺳﯿﻨﮓ ﺳﻤﺖ‬

‫ﺗﺠﻤﻴﻞ اﻻﻧﻒ ‪.‬ﺷﺪ اﻻﺟﻔﺎف ﺗﺤﺖ اﻟﺘﺨﺪﻳﺮ اﻟﻤﻮﺿﻌﻲ وﺗﺠﻤﻴﻞ اﻻذن‬ ‫ﺷﺪ اﻟﻮﺟﻪ ﺗﺤﺖ اﻟﺘﺨﺪﻳﺮ اﻟﻤﻮﺿﻌﻲ‬ ‫ﺷﺪوﺗﺠﻤﻴﻞ اﻟﺒﻄﻦ ‪.‬ﺗﺤﺖ اﻟﺠﺴﻢ ﺷﻔﻂ اﻟﺪھﻮن‬ ‫ﺗﻜﺒﻴﺮ اﻟﺼﺪر ﺗﻀﻐﻴﺮ وﺷﺪ اﻟﺼﺪر‬ ‫ﺷﺪ اﻟﺼﺪر ﺑﺪون ﻋﻤﻠﻴﺔ‬ ‫ﺟﺮاﺣﺔ اﻟﺘﺸﻮھﺎت اﻟﻮﻻدﻳﺔ واﻻزاﻟﺔ اﺛﺎر اﻟﺤﺮوق‬ ‫ﺟﺮاﺣﺔ اﻟﻴﺪ واﻻﻋﺼﺎب اﻟﻤﺤﻴﻄﻴﺔ واﻋﺎدة اﻻﻃﺮاف اﻟﻤﺒﺘﻮرة‬ ‫ﻣﻌﺎﻟﺠﺔ ﻗﺮﺣﺔ اﻟﻔﺮاش واﻟﻘﺪم اﻟﺴﻜﺮى ﺑﺠﮫﺎز ‪WAS‬‬ ‫ﺟﺮاﺣﺔاﻻورام اﻟﺠﻠﺪﻳﺔ ﺑﻄﺮﻳﻘﺔ ‪MDH‬‬ ‫ﺟﺮاﺣﺔ ﻣﺠﮫﺮﻳﺔ‬ ‫ﺗﺮﻣﻴﻢ اﺛﺎر اﻟﺠﺮوح واﻟﺤﻮادث‬ ‫ﺷﺪ اﻟﺬراع او ﺑﺪون ﻋﻤﻠﻴﺔ‬ ‫ﻋﻼج ﺗﺴﺎﻗﻂ اﻟﺸﻌﺮ‬ ‫اﻟﮫﺎﻻت اﻟﺴﻮداء‬ ‫اﻟﺘﺎم اﻟﺠﺮوح ﺑﺎل ‪PRP‬‬

‫ﺑ‪‬ﺷﯽ ﻧ‪‬ﺷﺘ‪‬رﮔ‪‬ری و ﺟﻮاﻧﮑﺎری‬

‫ﺟﻮاﻧﮑﺎری ﻟﻮت‪ .‬ﺗﻮﮐﻤ‪ ‬ﮐﺎری ﭘﯿﻠﻮی ﭼﺎو ﺑ‪‬ﺑ‪ ‬ﺑ‪‬ﻧﺞ و ﺟﻮاﻧﮑﺎری ﮔﻮێ‬ ‫ﺗﯚﮐﻤ‪‬ﮐﺎری دەﻣﻮﭼﺎو ﺑ‪ ‬ﻧ‪‬ﺷﺘ‪‬رﮔ‪‬ری ﯾﺎن ﺑ‪ ‬دەزووی ز‪‬ﯾﻦ‬ ‫ﺟﻮاﻧﮑﺎری و ﺗﯚﮐﻤ‪‬ﮐﺎری ﺳﮏ و ﻻﺑﺮدﻧﯽ ﭼ‪‬وری‬ ‫ﮔ‪‬ورەﮐﺮدن و ﺑﭽﻮک ﮐﺮدﻧ‪‬وەی ﻣ‪‬ﻣﮏ‬ ‫ﻧ‪‬ﺷﺘ‪‬رﮔ‪‬ری دەﺳﺖ و دەﻣﺎرە ﭼ‪‬ﻮەﯾﯽ ﯾ‪‬ﮐﺎن ﺑ‪ ‬وردﺑﯿﻦ و‬ ‫ﭼﺎﻧﺪﻧ‪‬وەﯾﯽ دەﺳﺖ و ﻗﺎچ ﭘ‪‬ﻧﺠ‪‬ﮐﺎن‬ ‫ﭼﺎرەﺳ‪‬ری ﺑﺮﯾﻨﯽ ﻧﺎوﺟ‪ ‬و ﭘ‪ ‬ی ﺷ‪‬ﮐﺮە ﺑ‪ ‬ﺋﺎﻣ‪‬ﺮی ‪WAC‬‬ ‫ﻧ‪‬ﺷﺘ‪‬رﮔ‪‬ری ﮔﺮی ی ﭘﯿﺴﺖ ﺑ‪ ‬رﯾﮕﺎی ‪MDH‬‬

‫ﻳﻮﺟﺪ ﻓﺮق ﻣﺘﺨﺼﺺ ﻓﻲ اﺳﻄﻨﺒﻮل ﻟﺰراﻋﺔ اﻟﺸﻌﺮ‬

‫‪kurd s‬‬ ‫‪A G E N C Y‬‬

‫‪T R A V E L‬‬

‫داﺑﯿﻦ ﮐﺮدﻧﯽ ﺗﮑﺘﯽ ﻓﺮوﮐ‪ ‬ﺑﯚ ھ‪‬ﻣﻮو ﺟﯿﮫﺎن‬ ‫داﺑﯿﻦ ﮐﺮدﻧﯽ ھﻮﺗﯿﻞ ﻟ‪ ‬ھ‪‬ﻣﻮو ﺟﯿﮫﺎن‬ ‫داﺑﯿﻦ ﮐﺮدﻧﯽ ﮔﺮوﭘﺎﺗﯽ ﮔ‪‬ﺷﺘﯿﺎری‬ ‫داﺑﯿﻦ ﮐﺮدﻧﯽ ﭬﯿﺰا‬

‫‪ZHEEN‬‬ ‫‪R‬‬

‫‪E‬‬

‫‪T‬‬

‫‪N‬‬

‫‪E‬‬

‫‪C‬‬

‫ﻟﻠﺠﺮاﺣﺔ اﻟﺘﺠﻤﻴﻠﻴﺔ واﻻﻣﺮاض اﻟﺠﻠﺪﻳﺔ واﻟﻌﻨﺎﻳﺔ ﺑﺎﻟﺒﺸﺮة‬

‫اﻃﺒﺎء اﻟﻤﺮﻛﺰ ھﻢ اﺧﺘﺼـــــــــــﺎص ﻓﻲ ﻣﺠﺎﻻت‬ ‫اﻟﺠــــﺮاﺣﺔ اﻟﺘﺠﻤﻴﻠﻴﺔ واﻟﺘﻘﻮﻳﻤﻴﺔ و اﻻﻣــــﺮاض‬ ‫اﻟﺠﻠﺪﻳﺔ ﻣﻊ ﺗﻮﻓﺮ ﻛﺎدر ﻣﺘﺨﺼﺺ ﻟﻜﻼ اﻟﺠﻨﺴﻴﻦ‬

‫‪Contact us‬‬ ‫‪+964 750 490 0 490‬‬ ‫‪info@kurdosline.com‬‬ ‫‪Head Office: 40 meter street‬‬ ‫‪sofymall second floor No. 36‬‬ ‫‪Erbil - Kurdistan‬‬

‫‪Phone: 0771 289 1704 - 0750 149 3131‬‬

‫‪email: zheenplastic@gmail.com‬‬ ‫أرﺑﻴﻞ ‪ -‬ﻃﺮﻳﻖ ﻛﺴﻨﺰان ﻣﺴﺘﺸﻔﻰ ژﻳﻦ اﻧﺘﺮﻧﺸﻨﺎل‬

How To Write

A Good Reference B

eing asked to provide a reference for an ex employee is a big responsibility.

Very often, the quality of your reference can make the difference between someone getting a job or being rejected for the position, so try to execute your referee duties as fairly as possible.

The reference letter should be around one page in length and generally consist of 3 parts; the opening, the main body and the closing paragraph. Begin the process by getting information together about candidate The opening paragraph Open your reference by clearly explaining your relationship with your ex-employee.

Then provide information regarding why the letter was written. include other basic facts such as length of your working relationship and the candidate’s primary responsibilities.

For example, “ Nathalie Perrin worked as an Account manager under my supervising for five years. I am delighted to recommend her for the position of Team Leader.”

The main body paragraph Write the second paragraph of your reference by offering relevant details about the former staff member. Explain the personality traits of the candidate with descriptive adjectives such as ‘dedicated,’ ‘innovative,’ ‘motivated’ etc. Highlight other attributes that make the candidate special, for example‘ works well under pressure’. and ‘ proven ability to manage a team’ You could also describe special skills or knowledge to

46 l ECONOMY MAGAZINE JAN/FEB 2016

help the candidate stand out from other applicants. Accomplishments such as taking further education classes, or certifications like CPR or first aid, fit well in this slot.

D o n o t e x a g g e r a t e a n e m p l o y e e ’s performance. Over-use of superlatives and adjectives can often have the opposite effect that you intended!

The closing paragraph Close a good reference by summarising the previous information. At this point in the letter, specifically state that you definitively recommend the candidate for the job. A sentence that describes your confidence in the ability of the candidate to succeed is very impactive in the closing paragraph.

Signing off if you are addressing the letter ‘Dear Sir/ Madam...’ (ie. not using a specific name) sign off using the closing phrase ‘yours faithfully.’

If you have named the receiver (e.g. ‘ Dear Mr Behzad...’) use ‘ Your sincerely”.

Below is an example of a good generalpurpose reference as a guideline: Date To Whom it May Concern: I recommend (insert the name, e.g. Nathalia) as a candidate for employment.

Nathalia was employed by ( add your company name) as an (add the job title, e.g Admin Assistant) from ( add the dates ). Nathalia was responsible for office support including word processing, scheduling appointments, and creating literature newsletters, and other office literature.

Nathalia has excellent communication skills and is well organized, reliable and computer literate.

Nathalia can work independently and is able to follow through to ensure that the job gets done. she is flexible and willing to work on any project that is assigned to her.

Nathalia would be a great asset for your company and has my highest recommendation. if you have any further questions with regard to her background or qualifications, please do not hesitate to call me. your faithfully,

Remember Confidentiality and equal opportunity need to be kept in mind at all times when you write a reference for someone seeking a job. Do not include information that directly states or indirectly refers to ethnic, age, disability, sexual orientation or marital status.

Do not be tempted to write a bad reference, as legally, this could have repercussions, on you. if you have nothing good to say, just confirm the job title of the person and the dates of employment.

Add your name and job title.

“If you are successful, it is because someone gave you a life or an idea that started you in the right direction. Remember also that you are indebted to life until you help some less fortunate person, just as were helped.�

MELINDA GATES

WEAKNESSES

STRENGTHS

What is a SWOT Analysis?

OPPORTUNITIS

SWOT

The SWOT analysis helps organizations assess issues within and outside the organization. The SWOT analysis, made up of an assessment of strengths, weaknesses, external opportunities and threats from competition, provides an outline for strategic decision-making.

THREATS

Strengths: The strengths segment of a SWOT analysis provides an area to list everything done right either individually or as an organization. This section contains both strengths within the organization and external strengths, such as client relationships. Organizations should seek to reflect their strengths honestly to maintain the integrity of the SWOT analysis. Feedback from others can also provide clarification on strengths captured in this segment of the SWOT analysis.

Weaknesses: The weaknesses segment contains needed improvements within an organization or personally. Group sessions can help organizations identify weak areas.

Analysis in this segment can provide a clear list of areas that need a development plan to remedy the issues identified. Tools such as action plans and goal formation provide ways to improve weaknesses. From a competitive standpoint, organizations should attempt to mitigate weaknesses as soon as possible since they can offer an undesired opportunity to their competitors.

Opportunities for improvement exist within all organizations. This makes the opportunities segment of the SWOT analysis important. Within this segment, organizations identify internal and external opportunities. To have a comprehensive list, organizations sometimes use group facilitation to identify these opportunities. Organizations can add both current and future opportunities to this segment of the quadrant.

Threats: By examining threats, such as new competitors in the market, organizations can implement counter measures prior to the threat occurring. To ensure success, organizations may need to deal with both future and present threats. For individuals creating a SWOT analysis for personal development purposes, an example of a threat such as job security problems, would reside in this section of the SWOT analysis.

Prepared by: Diyar Naji

‫ﺋﺎﺑﻮری ﻋ‪‬ﺮاق دوای دراوی ‪ ٥٠‬ھﻪزاری‬ ‫ﺳﻪرهﺗﺎ دهﻣﻪو‪‬ﺖ ﺑﻪ ﭘﻪﻧﺪ‪‬ﮑﯽ ﺋﺎﺑﻮری دهﺳﺖ ﭘ‪ ‬ﺑﮑﻪم ﮐﻪ ده‪‬ﺖ‬ ‫ﭘﺎرهی زۆر ﺑﻪدوای ﺷﺘﻮﻣﻪﮐ‪‬ﮑﯽ ﮐﻪﻣﺪا ڕادهﮐﺎت‪.‬‬ ‫دﯾﺎره ﻟﻪ زۆرﺑﻪی و‪‬ﺗﺎﻧﯽ دووﻧﯿﺎدا ﮐﺎﺗ‪‬ﮏ ﺑﻮدﺟﻪی و‪‬ﺗﻪﮐﺎﻧﯿﺎن‬ ‫ﺗﻮﺷــﯽ ﮐﻮرﺗﮫ‪‬ﻨﺎن دهﺑ‪‬ﺖ ﯾﺎﺧﻮد ﺋﺎﺑﻮری و‪‬ﺗﻪﮐﻪﯾﺎن ﺗﻮﺷــﯽ‬ ‫ﻻﺳـــــــﻪﻧﮕﯽ دهﺑ‪‬ﺖ‪ ،‬ﭘﻪﻧﺎ ﺑﯚ ﭼﻪﻧﺪﯾﻦ ر‪‬ﮕﺎی ﺟﯿﺎواز دهﺑﻪن ﺑﯚ‬ ‫رزﮔﺎر ﺑﻮون ﻟﻪو دۆﺧﻪ‪ ،‬ﯾﻪﮐـــــــ‪‬ﮏ ﻟﻪو ر‪‬ﮕﺎﯾﺎﻧﻪ ﮐﻪوا ﭘﻪﻧﺎی ﺑﯚ‬ ‫دهﺑﻪن زﯾﺎدﮐﺮدﻧﯽ ﺳـــــﻔﺮه ﺑﯚ دراوهﮐﺎﻧﯿﺎن ﯾﺎﺧﻮد دهرﮐﺮدﻧﯽ‬ ‫دراو‪‬ﮑـــــــﯽ ﻧﻮ‪‬ﯿﻪ ﺑﯚ و‪‬ت‪ ،‬ﺑﯚ ﺋﻪوهی ﺑﺘﻮاﻧﻦ ﻟﻪو ر‪‬ﮕﺎﯾﻪوه ﺗﺎ‬ ‫رادهﯾﻪک ھﺎوﺳﻪﻧﮕﯽ ﺋﺎﺑﻮری ﺑﯚ و‪‬ﺗﻪﮐﻪﯾﺎن ﺑﮕﻪر‪‬ﻨﻪوه‪ ،‬دﯾﺎره‬ ‫ﻟﻪ ﻣﺎوهی راﺑﺮدوودا و‪‬ﺗﯽ ﻋ‪‬ﺮاق ﺑﻪﻧﯿﺎز ﺑﻮو ﺳــﻔﺮهﮐﺎﻧﯽ ﺳــﻪر‬ ‫دراوی و‪‬ﺗﻪﮐﻪی ﻻﺑﻪر‪‬ﺖ‪ ،‬ﺋﻪوهش ﺑﻪھــــﯚی ﺋﻪوه ﺑــــﻮو ﮐﻪوا‬ ‫ﻟﻪﻣﺎوهی ڕاﺑﺮدوودا ڕ‪‬ﮋهی ھﻪ‪‬ﺌﺎوﺳــﺎن ﻟﻪو و‪‬ﺗﻪ ﻟﻪ ﺋﺎﺳــﺘﮑ‪‬‬ ‫ﮔﻮﻧﺠﺎودا ﺑﻮو‪ ،‬ﺑﻪ‪‬م دوای ﺳـﻪرھﻪ‪‬ﺪاﻧﯽ ﻗﻪﯾﺮاﻧﯽ داراﯾﯽ ﻟﻪو‬ ‫و‪‬ﺗﻪ ﻣﻪﺗﺮﺳـــﯿﻪﮐﺎﻧﯽ ﺳــــﻪر دراوی ﺋﻪم و‪‬ﺗﻪ زﯾﺎدی ﮐﺮدووه‪،‬‬ ‫ﺑﯚﯾﻪ ﺣﮑﻮﻣﻪت ﻧﺎﭼﺎر ﺑﻪوه ﮐﺮد ﺑﯿﺮ ﻟﻪ ﻻﺑﺮدﻧﯽ ﺳـــــــﻔﺮهﮐﺎﻧﯽ‬ ‫ﺳـــﻪر دراوهﮐﻪ ﻧﻪﮐﺎﺗﻪوه ﺑﻪ‪‬ﮑﻮ ﺑﻪﭘ‪‬ﭽﻪواﻧﻪوه ھﻪو‪‬ﺒﺪات ﺑﯿﺮ‬ ‫ﻟﻪ دهرﮐﺮدﻧﯽ ﭼﻪﻧﺪ ﺟﯚر‪‬ﮑـﯽ ﺗـﺮی دراو ﺑﮑﺎﺗﻪوه‪ ،‬ﺑﯚ ﺋﻪوهی ﻟﻪ‬ ‫ڕ‪‬ﮕﺎی دهرﮐــﺮدﻧــﯽ ﺟﯚر‪‬ﮑــﯽ ﺗـــﺮ ﻟﻪ دراوهﮐﻪی ﺑﺒ‪‬ﺘﻪ ﻓـــﺮﯾﺎد‬ ‫رهﺳ‪‬ﮏ ﺑﯚ ﺋﺎﺑﻮری و‪‬ﺗﻪﮐﻪی‪.‬‬ ‫دﯾﺎره دهرﮐـﺮدﻧـﯽ ﭘﺎرهی ﻧﻮێ ﺑﯚ و‪‬ت ھﻪم ﮐﺎرﯾﮕﻪری ﺋﻪر‪‬ﻨـﯽ‬ ‫ھﻪﯾﻪ ھﻪم ﻧﻪر‪‬ﻨﯽ‪ ،‬ڕاﺳــــﺘﻪ دهرﮐﺮدﻧﯽ ﭘﺎرهی ﻧﻮێ ﺗﺎ ڕادهﯾﻪک‬ ‫ھﺎوﮐﺎری ﺋﻪم دۆﺧﻪی ﺋﺎﺑﻮری ﻋ‪‬ـــــــــــﺮاق دهﮐﺎت‪ ،‬ھﻪرهھﺎ ﺑﯚ‬ ‫ﭘﺎﺷﻪﮐﻪوﺗﮑﺮدﻧﯽ ﭘﺎرهﮐﻪ ﺋﺎﺳـﺎﻧﺘﺮه ﻟﻪﺑﺮی ﭘﺎﺷـﻪﮐﻪوﺗﮑﺮدﻧﯽ‬ ‫ﺑﻪ ﺟﯚر‪‬ﮑـﯽ ﺗـﺮی دراوی ﻋ‪‬ــﺮاﻗــﯽ وهک ‪ ١٠‬ھﻪزاری و ‪ ٢٥‬ھﻪزاری‪،‬‬ ‫ﻣﺎﻣﻪ‪‬ﻪﮐــــﺮدن ﺑﻪ دراوی‬ ‫‪ ٥٠‬ھﻪزاری ﺋﺎﺳـﺎﻧﺘﺮه ﻧﻪک‬ ‫ﻣﺎﻣﻪ‪‬ﻪﮐــــــــــــــﺮدن ﺑﻪ‬ ‫ﺟﯚرهﮐﺎﻧﯽ ﺗﺮ ﺑﻪﺗﺎﯾﺒﻪﺗﯽ‬ ‫ﻟـــــــــــــــــــﻪو ﮐﺎر و ﺑﺎره‬ ‫ﺑﺎزرﮔﺎﻧـﯿﺎﻧﻪی ﺗﺎ رادهﯾﻪک‬ ‫ﮔـﻪورهن و ﻣﺎﻣـﻪ‪‬ــﻪ ﺑــﻪ‬ ‫دﯾﻨﺎری ﻋ‪‬ـﺮاﻗــﯽ دهﮐﻪن‬ ‫ﻟﻪ ﮐﺎرهﮐﺎﻧﯿﺎﻧﺪا‪.‬‬ ‫ﺑﻪ‪‬م زﯾﺎدﮐــــــﺮدﻧــــــﯽ‬ ‫ﺧﺴـــــــــﺘﻨﻪرووی دﯾﻨﺎری‬ ‫ﻋ‪‬ـﺮاق و زۆرﺑﻮوﻧـﯽ ﺟﯚری‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 51‬‬

‫دراوهﮐﺎﻧﯽ ﮐﺎرﯾﮕﻪرﯾﻪﮐﯽ زۆر دهﮐﺎﺗﻪ ﺳـــﻪر ﺋﺎﺑﻮری ﺋﻪو و‪‬ﺗﻪ‬ ‫ﺑﻪﺟﯚر‪‬ﮏ ﻣﻪﺗﺮﺳــــﯽ ﮐﻪﻣﺒﻮوﻧﻪوهی ھ‪‬ﺰی ﮐﺮﯾﻨﯽ دراوهﮐﻪ و‬ ‫ﻣﻪﺗﺮﺳــﯿﻪﮐﺎﻧﯽ ﺳــﻪر دراوهﮐﻪ زۆر دهﺑ‪‬ﺖ و ﭼﻪﻧﺪ ﻗﻪﯾﺮاﻧ‪‬ﮏ ﺗﺮ‬ ‫ﻟﻪﮔﻪڵ ﺧﯚی ﭘﻪﻟﮑ‪‬ﺶ دهﮐﺎت‪ ،‬ﻟﻪواﻧﻪ ﺑﻮوﻧﯽ ھﻪ‪‬ﺌﺎوﺳﺎن ﻟﻪ‬ ‫و‪‬ﺗـﯽ ﻋ‪‬ـﺮاق‪ ،‬ﺋﻪﻣﻪش ﺑﻪھﯚی زۆرﺑﻮوﻧــﯽ دراوهﮐﻪ و ﮐﻪﻣــﯽ‬ ‫ﺷـــــــــــﻤﻪک و ﮐﺎ‪ ‬و ﺧﺰﻣﻪﺗﮕﻮزارﯾﻪﮐﺎن ﻟﻪ ﺑﺎزاڕ ھ‪‬ﺰی ﮐ‪‬ﯾﻨﯽ‬ ‫دراوهﮐﻪ ﻻواز دهﮐﺎت‪ ،‬دﯾﺎره ﭘﺸــــﺘﮕﯿﺮﯾﮑﺮدﻧﯽ دﯾﻨﺎری ﻋ‪‬ﺮاﻗﯽ‬ ‫ﻟﻪ ﻻﯾﻪن ﺑﺎﻧﮑـــــــﯽ ﻧﺎوهﻧﺪی ﻋ‪‬ــــــــﺮاق ﺗﺎ رادهﯾﻪک ﺑﻪھﺎﮐﻪی‬ ‫دهﭘﺎر‪‬ﺰ‪‬ﺖ ﺑﻪ‪‬م ﻣﺎوهﯾﻪﮐﻪ ﺣﮑﻮﻣﻪﺗﯽ ﺋﻪو و‪‬ﺗﻪ دهﺳـــــــﺘﯽ‬ ‫ﮐــــﺮدوووه ﺑﻪ ﺧﻪرﺟﮑــــﺮدﻧـــــﯽ ﯾﻪدهﮔﻪﮐﻪی ﻟﻪ دراوی دۆﻻر‬ ‫ﺋﻪﻣﻪش ﻣﻪﺗﺮﺳـــــﯿﻪﮐﯽ ﮔﻪورهﯾﻪ ﺑﯚ ﺳـــــﻪر دﯾﻨﺎری ﻋ‪‬ﺮاﻗﯽ‪،‬‬ ‫ﭼﻮﻧﮑﻪ ﮔﻪر ﺑﺎﻧﮑﯽ ﻧﺎوهﻧﺪی ﭘﺸـــــــــــﺘﮕﯿﺮی دراوهﮐﻪ ﻧﻪﮐﺎت‬ ‫ﺑﻪھﺎﮐﻪی ﻟﻪدهﺳــــــــــﺖ دهدات‪ ،‬ﺋﻪﻣﻪش ﮐﺎرﯾﮕﻪری دهﺑ‪‬ﺖ‬ ‫ﻟﻪﺳﻪر ژﯾﺎن و ﮔﻮزهراﻧﯽ ﺧﻪ‪‬ﮑﯽ ﻋ‪‬ﺮاق و ھﻪر‪‬ﻤﯽ ﮐﻮردﺳﺘﺎن‬ ‫ﻧﺮﺧﯽ ﺷــــﻤﻪﮐﻪﮐﺎن ﺑﻪر‪‬ﮋهﯾﻪﮐﯽ ﺑﻪرﭼﺎو ڕوو ﻟﻪ ﺑﻪرزﺑﻮوﻧﻪوه‬ ‫دهﮐﺎت‪ ،‬دراوهﮐﻪ ﻧﺎﺗﻮاﻧ‪‬ﺖ ﺧﻮاﺳــــــــﺘ‪‬ﮐﺎن ﭘﺮ ﺑﮑﺎﺗﻪوه‪ ،‬ﺑﯚﯾﻪ‬ ‫دهﺑ‪‬ﺖ ﻋ‪‬ــــــــﺮاق ﺑﻪ ورﯾﺎﯾﻪوه ﻣﺎﻣﻪ‪‬ﻪ ﻟﻪﮔﻪڵ ﺋﻪو ﺟﯚره دراوه‬ ‫ﺑﮑﺎت و ﭘﺸـــــــﺘﮕﯿﺮی زﯾﺎﺗﺮی ﺑﻪھﺎی دراوهﮐﻪی ﺑﮑﺎت‪ ،‬ﭼﻮﻧﮑﻪ‬ ‫ﭼﻪﻧﺪﯾﻦ ﺳــــــــــﯿﻨﺎرﯾﯚی ﻟﻪم ﺷــــــــــ‪‬ﻮه ھﻪن ﻟﻪواﻧﻪ ﺑﻮوﻧﯽ‬ ‫ھﻪ‪‬ﺌﺎوﺳﺎن ﻟﻪ ﺋ‪‬ﺴـــﺘﺎدا ﻟﻪو‪‬ﺗﯽ زﻣﺒﺎﺑﯚی و ﭼﻪﻧﺪ و‪‬ﺗ‪‬ﮑﯽ ﺗﺮ‬ ‫ﮐﻪ ﺑﻪھﯚی ﭘﺸـــــﺘﮕﯿﺮی ﻧﻪﮐﺮدن ﻟﻪ دراوهﮐﺎﻧﯿﺎن ﮐﻪوﺗﻮوﻧﻪﺗﻪ‬ ‫دۆﺧ‪‬ﮑﯽ زۆر ﻧﺎﻟﻪﺑﺎرهوه‪.‬‬

‫ﺋﺎﻣﺎدەﮐﺮدﻧﯽ‪ :‬ﯾﺎدﮔﺎر ﺻﺪﯾﻖ‬

The Working Time Required To Buy An iPhone 6 An iPhone 6 is an expensive gadget, no matter where you live. However, if you live in an afuent city with a high gross salary such as Zurich, you might have to work as little as 20 hours to afford one. By contrast, workers in Kiev have to put in an average shift of 627 hours (or 13 weeks) to afford an iPhone 6, according to the Prices and Earnings report, published every three years by Swiss bank UBS. The report takes into account local prices as well as net hourly wages for 15 professions across 11 sectors to illustrate the immense differences in price levels and buying power around the world. This chart shows the average hours of working time required to buy an iPhone 6 (16GB) in selected cities.

The Working Time Required To Buy An iPhone 6 Average hours of working time required buy an iPhone 6 (16GB) in selected cities Kiev Jakarta Mumbai Bucharest Beijing Moscow Istanbul Sao Paulo Johannesburg Seoul Dublin Berlin Paris London Tokyo Sydney New York City Zurich

627.2 468.0 349.4 219.1 217.8 158.3 132.2 1.9.2 86.9 57.2 43.4 43.3 42.2 41.2 40.5 34.0 24.0 20.6

Source: UBS Prices And Earnings 2015

‫دەﺑ‪‬ﺖ ﭼ‪‬ﻧﺪ ﻛﺎﺗﮋﻣ‪‬ﺮ ﻛﺎر ﺑﻜ‪‬ﯾﺖ‬ ‫ﺑﯚ ﺋ‪‬وەی ﺋﺎﯾﻔﯚﻧ‪‬ﻜﯽ ‪ 6‬ﺑﻜ‪‬ﯾﺖ؟‬ ‫ڕهﻧﮕﻪ ﮐ‪‬ﯾﻨﯽ ﺋﺎﯾﻔﯚﻧ‪‬ﮏ ﺑ‪‬ﻻی ھﻪﻧﺪ‪‬ﮏ ﮐﻪﺳـــــﻪوه ﺷـــــﺘ‪‬ﮑﯽ ﺋﺎﺳــــــﺎﯾﯽ ﺑ‪‬ﺖ ﺑﻪﺗﺎﯾﺒﻪﺗﯽ ﺑﯚ ﺋﻪو‬ ‫ﮐﻪﺳــﺎﻧﻪی ﮐﻪوا داھﺎﺗﻪﮐﺎﻧﯿﺎن ﺑﻪرزه‪ ،‬ﺑﻪ‪‬م ﮐ‪‬ﯾﻨﯽ ﺋﺎﯾﻔﯚﻧ‪‬ﮏ ﺑﻪﻻی ﺋﻪو ﮐﻪﺳـــﺎﻧﻪی ﮐﻪوا ﺧﺎوهن‬ ‫داھﺎﺗ‪‬ﮑﯽ ﻣﺎﻣﻨﺎوهﻧﺪن ﯾﺎﺧﻮد ﺧﺎوهﻧﯽ داھﺎﺗ‪‬ﮑﯽ ﻧﺰﻣﻦ رۆژاﻧﻪ ﮐـﺮ‪‬ﯿﻪﮐـﯽ دﯾﺎرﯾﮑـﺮاو ﺑﻪراﻣﺒﻪر ﺑﻪ‬ ‫ﮐﺎﺗﮋﻣ‪‬ﺮی ﮐﺎرهﮐﺎﻧﯿﺎن وهردهﮔﺮن ﺷﺘ‪‬ﯿﮑﯽ ﺗﺎڕادهﯾﻪک ﻗﻮرﺳ‪ ،‬ﺳﻪرەڕای ﺋﻪﻣﻪش ﻟﻪ و‪‬ﺗ‪‬ﮑﻪوه ﺑﯚ‬ ‫و‪‬ﺗ‪‬ﮑــﯽ ﺗــﺮ دهﮔﯚر‪‬ﺖ‪ ،‬ﺋﻪﻣﻪ ھﻪر ﺗﻪﻧﮫﺎ ﻟﻪﺑﻪر ﺋﻪوه ﻧﯿﻪ ﮐﻪوا ﺗﺎڕادهﯾﻪک ﻧـــﺮﺧـــﯽ ﺋﺎﯾﻔﯚن ﺑﻪرزه‬ ‫ﺑﻪ‪‬ﮑﻮ ﺋﻪﻣﻪ ﺑﯚ ﺟﯿﺎوازی ﮐﺮ‪‬ﯽ ﮐﺮ‪‬ﮑﺎر دهﮔ‪‬ڕ‪‬ﺘﻪوه ﻟﻪ و‪‬ﺗ‪‬ﮑﻪوه ﺑﯚ و‪‬ﺗ‪‬ﯿﮑﯽ ﺗﺮ‪.‬‬ ‫ﺑﻪﮔﻮ‪‬ﺮهی راﭘﯚرﺗ‪‬ﮑﯽ ﺑﺎﻧﮑﯽ ‪ UBS‬ﺳﻮﯾﺴــــــــــــــــــــﺮی ﮐﻪ ﺳ‪ ‬ﺳﺎڵ ﺟﺎر‪‬ﮏ ﺑ‪‬و دهﮐﺮ‪‬ﺘﻪوه‪،‬‬ ‫راﭘﯚرﺗﻪﮐﻪ ﺑﺎس ﻟﻪ ﻧﺮﺧﯽ ﭼﻪﻧﺪ ﺷﻪﻣﻪﮐ‪‬ﮏ دهﮐﺎت ﻟﻪ ﭼﻪﻧﺪ ﭘﯿﺸــــﻪﯾﻪﮐﯽ ﺟﯿﺎواز و ﺗﻮاﻧﺎی ﮐ‪‬ﯾﻦ‬ ‫ﻟﻪﺳﻪر ﺋﺎﺳﺘﯽ ﺟﯿﮫﺎن ﻧﯿﺸـــــــــــــــﺎن دهدات‪ ،‬ﺋﻪﮔﻪر ﺑﻪﮔﻮ‪‬ﺮهی راﭘﯚرﺗﻪﮐﻪی ﺋﻪو ﺑﺎﻧﮑﻪ ﺳﻪﯾﺮی ﺋﻪم‬ ‫ﺧﺸـــــﺘﻪﯾﻪ ﺑﮑﻪﯾﻦ ﺑﯚﻣﺎن دهردهﮐﻪو‪‬ﺖ ھﺎو‪‬ﺗﯿﻪﮐﯽ زﯾﻮرﯾﺦ ﺋﻪﮔﻪر ﺑﯿﻪو‪‬ﺖ ﺋﺎﯾﻔﯚﻧ‪‬ﮑﯽ ‪ ٦‬ﺑﮑ‪‬ﺖ‬ ‫ﺋﻪوه ﭘ‪‬ﻮﯾﺴـــــــﺘ‪ ٢٠٦ ‬ﮐﺎﺗﮋﻣ‪‬ﺮ ﮐﺎر ﺑﮑﺎت‪ ،‬ﺑﻪﻻم ﺋﻪﮔﻪر ھﺎو‪‬ﺗﯿﻪﮐﯽ ﮐ‪‬ﭫ ﺑﯿﻪو‪‬ﺖ ﺋﺎﯾﻔﯚﻧ‪‬ﮑﯽ ‪٦‬‬ ‫ﺑﮑ‪‬ﺖ‪ ،‬ﺋﻪوه ﭘ‪‬ﻮﯾﺴـــــــــــــــــﺘﯽ ﺑﻪ )‪ (٦٢٧،٢‬ﮐﺎﺗﮋﻣ‪‬ﺮ ﮐﺎر ھﻪﯾﻪ ‪ ،‬ﻟﻪ ﮐﻮردﺳﺘﺎﻧﯿﺶ ھﻪرﭼﻪﻧﺪه ﻟﻪ‬ ‫راﭘﯚرﺗﻪﮐﻪ ﺋﺎﻣﺎژه ﺑﻪ ﻧﺎوﭼﻪﮐﻪ ﻧﻪﮐــﺮاوه ﺑﻪس ﺋﻪﮔﻪر ﮐــﺮ‪‬ــﯽ ﯾﻪک ﮐﺎﺗـــﮋﻣ‪‬ـــﺮ ﮐﺎر ‪ ٣٧٥٠‬دﯾﻨﺎر ﺑ‪‬ﺖ‬ ‫ﺋﻪوه ﭘ‪‬ﻮﯾﺴﺘﯽ ﺑﻪ زﯾﺎﺗﺮ ﻟﻪ ‪ ١٧٠‬ﮐﺎﺗﮋﻣ‪‬ﺮ ھﻪﯾﻪ‪.‬‬ ‫ﺋﺎﻣﺎدەﮐﺮدﻧﯽ‪ :‬ﺋﯿﮑﯚﻧﯚﻣﯽ ﻣ‪‬ﮔ‪‬زﯾﻦ‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 53‬‬

‫ﺑﺎﺷﺘﺮﯾﻦ ر‪‬ﮕ‪ ‬ﺑﯚ دۆزﯾﻨ‪‬وەی ﺋ‪‬و ﺷﺘﺎﻧ‪‬ی وﻧﻤﺎن ﮐﺮدووە‬ ‫ﺑﺎﺷﺘﺮﯾﻦ و ﺧ‪‬ﺮاﺗﺮﯾﻦ ر‪‬ﮕ‪ ‬ﺑﯚ دۆزﯾﻨ‪‬وەی ﺷﺘ‪ ‬وﻧﺒﻮوەﮐﺎن ﭼﺎو داﺧﺴﺘﻨ‪‬‬

‫ﺗﻮ‪‬ﮋهراﻧﯽ زاﻧﮑﯚی ﺑﻪرﯾﺘﺎﻧﯿﺎ‪ ،‬دوای ﺗﻮ‪‬ﮋﯾﻨﻪوه ﻟﻪﺳـــــــــﻪر ﭼﻪﻧﺪ ﮐﻪﺳــــــــــ‪‬ﮏ ﺋﻪو‬ ‫ﺋﻪﻧﺠﺎﻣﻪﯾﺎن ﺑﯚ دهرﮐﻪوﺗﻮوه ﮐﻪ ﭼﺎوداﺧﺴــﺘﻦ ﺑﺎﺷﺘﺮﯾﻦ ﮐﺎﺗﻪ ﺑﯚ ﺑﯿﺮﮐﻪوﺗﻨﻪوهی ﺋﻪو‬ ‫ﺷﺘﺎﻧﻪی ﻟﻪﺑﯿﺮﮐﺮاون‪ ،‬ﻟﻪو ﮐﺎﺗﻪ ﻣ‪‬ﺸــﮏ ﺗﻪواو ﺋﺎرام دهﺑ‪‬ﺖ و ﺑﻪ وردﺑﯿﻨﯿﯿﻪﮐﯽ زﯾﺎﺗﺮ‬ ‫ﻟﻪ ﺷﺘﻪﮐﺎن دهڕواﻧ‪ ،‬ﻟﻪو ﺗﻮ‪‬ﮋﯾﻨﻪوهﯾﻪدا ھﺎﺗﻮوه‪ ،‬ﻣﺮۆڤ ﺑﯚ دۆزﯾﻨﻪوهی ﺋﻪو ﺷﺘﺎﻧﻪی‬ ‫ﻟ‪‬ﯽ ون دهﺑﻦ‪ ،‬ﺑﺎﺷــــﺘﺮ واﯾﻪ ڕاﺳـــــﺘﻪوﺧﯚ ﭼﺎوی داﺑﺨﺎت و ﺑﯿﺮی ﻟ‪ ‬ﺑﮑﺎﺗﻪوه‪ ،‬ﺋﻪﻣﻪ‬ ‫ﺑﺎﺷـــﺘﺮﯾﻦ و ﺧ‪‬ﺮاﺗﺮﯾﻦ ڕ‪‬ﮕﻪﯾﻪ ﺑﯚ دۆزﯾﻨﻪوهی ﺷـــﺘﻪ وﻧﺒﻮوهﮐﻪ‪ .‬ﺋﻪم ھﻮﻧﻪری‬ ‫ﭼﺎوداﺧﺴـــــــﺘﻨﻪ ﺑﯚ زۆر ﮐﺎت و ﺷﻮ‪‬ﻦ ﺑﻪﮐﺎرد‪‬ﺖ‪ ،‬ﺑﯚ ﻧﻤﻮوﻧﻪ ﻟﻪو ﺷﺘﺎﻧﻪی ﮐﻪ‬ ‫ڕۆژاﻧﻪ ﻟ‪‬ﻤﺎن ون دهﺑﻦ و ﺑﻪدواﯾﺎﻧﺪا دهﮔﻪڕ‪‬ﯿﻦ‪ ،‬وهﮐﻮو ﮐﻠﯿﻠــــــﯽ ﺋﯚﺗﯚﻣﺒ‪‬ﻞ و‬ ‫ﭼﺎوﯾﻠﮑﻪ‪ ،‬ﯾﺎن ھﻪر ﺷــــــﺘ‪‬ﮑﯽ ﺗﺮ ﮐﻪ ڕۆژاﻧﻪ ﺑﻪﮐﺎرﯾﺎن دهھ‪‬ﻨﯿﻦ و زوو زووش‬ ‫ﻟ‪‬ﻤﺎن ﺑﺰر دهﺑﻦ‪ .‬ﺗﻮ‪‬ﮋهران ﺑﺎﺳـــــﯿﺎن ﻟﻪوهش ﮐﺮدووه‪ ،‬ﮐﻪ ﺋﻪم ھﻮﻧﻪره ﺑﯚ ﮐﺎﺗﯽ‬ ‫ﺗﺎﻗﯽﮐﺮدﻧﻪوهی ﻗﻮﺗﺎﺑﯿﺎﻧﯿﺶ زۆر ﺳـــــــــــــﻮودی ھﻪﯾﻪ‪ ،‬ﭼﻮﻧﮑﻪ ﮐﺎﺗ‪‬ﮏ ﻟﻪ ھﯚ‪‬ﯽ‬ ‫ﺗﺎﻗﯽﮐﺮدﻧﻪوه ﻗﻮﺗﺎﺑﯿﯿﻪک ﺷﺘ‪‬ﮏ ﻟﻪﺑﯿﺮ دهﮐﺎت‪ ،‬ﺑﻪ‪‬م ﭘ‪‬ﺸــــــــﺘﺮ ﺧﻮ‪‬ﻨﺪووﯾﻪﺗﯽ و‬ ‫ﻧﺎﯾﻪﺗﻪوه ﺑﯿﺮی‪ ،‬ﺑﺎﺷﺘﺮه ﭼﺎوی داﺑﺨﺎت و ﺗﻪواو ﻣ‪‬ﺸﮑﯽ ﺳﺎف ﺑﮑﺎت و ﺑﯿﺮ ﻟﻪو ﺷﺘﻪ‬ ‫ﺑﮑﺎﺗﻪوه ﮐﻪ ﻟﻪﺑﯿﺮی ﮐﺮدوە‪.‬‬

‫ﻣﮋدە ‪ ...‬ﻣﮋدە ‪ ...‬ﻣﮋدە‬

‫ڕ‪‬ﮑﺨﺮاوى ﺗﯿﺸﮑﻰ داھ‪‬ﻦ‬ ‫ڕ‪‬ﮑﺨﺮاوى ﺗﯿﺸــــــــــــــــــــﮑﻰ داھ‪‬ﻦ ﻟ‪‬ﺳ‪‬ر دەﺳﺘﻰ ﻣﺎﻣﯚﺳﺘﺎﯾﺎﻧﻰ ﺷﺎرەزا‬ ‫ھ‪‬ﺪەﺳـــــــــــﺘ‪‬ﺖ ﺑ‪ ‬ﮐﺮدﻧ‪‬وەى ﺧﻮﻟﻰ ﻓ‪‬ﺮﺑﻮوﻧﯽ زﻣﺎﻧ‪‬ﮐﺎﻧﻰ )ﺋﯿﻨﮕﻠﯿﺰى ‪-‬‬ ‫ﻋ‪‬رەﺑﻰ ‪ -‬ﻓﺎرﺳـــﻰ ‪ -‬ﺗﻮرﮐﻰ(وە ﺑﯚ ﺑ‪‬ھ‪‬ﺰﮐﺮدﻧﻰ ﻗﻮﺗﺎﺑﯿﺎﻧﻰ ﭘﯚ‪‬ﻰ ﻧﯚﯾ‪‬ﻣﻰ‬ ‫ﻧﺎوەﻧﺪى و دواﻧﺰدەى و‪‬ﮋەﯾﯽ و زاﻧﺴـــــﺘﻰ‪ ،‬ھ‪‬روەھﺎ ﮐﺮدﻧ‪‬وەى ﺧﻮﻟ‪‬ﮐﺎﻧﻰ‬ ‫)ﮐﯚﻣﭙﯿﻮﺗ‪‬ر ‪ -‬ﺋ‪‬ﻧﺘ‪‬رﻧ‪‬ﺖ ‪ -‬دورﻣﺎن ‪ -‬ﺳ‪‬رﺗﺎﺷﻰ ‪ -‬ﺋﺎراﯾﺸﺘﮕﺎ(‪.‬‬ ‫ﺧﻮﻟ‪‬ﮐﺎن ﻟ‪‬ﺳ‪‬ر ﺋ‪‬م ﺷ‪‬ﻮازەى ﺧﻮارەوە دەوﺗﺮ‪‬ﺘ‪‬وە‪:‬‬ ‫زﻣﺎﻧﻰ ﺋﯿﻨﮕﻠﯿﺰى‬

‫ﻟ‪‬ﺳ‪‬ر ﺳﯿﺴﺘ‪‬ﻣﻰ ﮐﺎﻣﺒﺮﯾﺠﻰ ﺑ‪‬رﯾﺘﺎﻧﻰ و ﻟ‪‬ﺳ‪‬ر ﮐﺘ‪‬ﺒﻰ ﻓﯿﺲ ﺗﻮ ﻓﯿﺲ دەوﺗﺮ‪‬ﺘ‪‬وە‬

‫زﻣﺎﻧﻰ ﻋ‪‬رەﺑﻰ‬

‫ﺟﻮﻟﻔﻰ ﻋﯿﺮاﻗﻰ دەوﺗﺮ‪‬ﺘ‪‬وە‬

‫زﻣﺎﻧﻰ ﻓﺎرﺳﻰ‬

‫ﮔﻔﺘﻮﮔﯚ و ﻧﻮﺳﯿﻦ دەوﺗﺮ‪‬ﺘ‪‬وە‬

‫زﻣﺎﻧﻰ ﺗﻮرﮐﻰ‬

‫ﺗﻮرﮐﻰ ﺋ‪‬ﺳﺘ‪‬ﻧﺒﯚ‪‬ﻰ دەوﺗﺮ‪‬ﺘ‪‬وە‬

‫ﺧﻮﻟﻰ ﮐﯚﻣﭙﯿﻮﺗ‪‬ر‬ ‫دورﻣﺎن‬

‫)ۆورد – وﯾﻨﺪۆز – ﺋ‪‬ﮑﺴ‪ (‬ﭼ‪‬ﻧﺪﯾﻦ ﺑ‪‬رﻧﺎﻣ‪‬ى ﺗﺮ ﮐ‪ ‬ﺑﯚ ﮐﯚﻣﭙﺎﻧﯿﺎ و ﻓ‪‬رﻣﺎﻧﺒ‪‬ران ﭘ‪‬ﻮﯾﺴﺘ‪‬‬

‫ﺑ‪‬ﯾﻦ و دورﯾﻦ و دروﺳﺘﮑﺮدﻧﻰ ﻧ‪‬ﻗﺶ‬

‫ﻧﺎوﻧﯿﺸﺎن‪ :‬ھ‪‬وﻟ‪‬ﺮ – ﺟﯚت ﺳﺎﯾﺪى ﺑ‪‬ﻧﺰﯾﻨﺨﺎﻧ‪‬ى ﺋﺎﮐﺎر – ﻧ‪‬ﻮان ﺑﺎرەﮔﺎى ﮐﯚﻧﻰ ﮔﯚڕان و ﺳﻮﭘ‪‬رﻣﺎرﮐ‪‬ﺘﻰ ﺧ‪‬رﻣﺎن‬ ‫ژﻣﺎرەى ﻣﯚﺑﺎﯾﻞ‪٠٧٥٠٩٦٢١٥١٤ - ٠٧٥٠٩٢٦١٥١٤ :‬‬

‫ﻧﺮﺧﻰ ﺑ‪‬ﺷــــﺪارﯾﮑﺮدﻧﻰ‬ ‫ھ‪‬ر ﺑﺎﺑ‪‬ﺗ‪‬ﮏ ﺑﯚ ﻣﺎﻧﮕ‪‬ﮏ‬ ‫)‪ (٤٥،٠٠٠‬دﯾﻨﺎرە‪.‬‬

‫‪TECHNOLOGY‬‬ ‫ﭘﺎش ﺑ‪‬وﺑﻮوﻧ‪‬وەی ﺋ‪‬وەی ﻛ‪ ‬ﺑ‪ ‬و‪‬ﻨ‪‬ی )ﺳـــــ‪‬ﻔﯽ( دەﻧﺎﺳـــــﺮ‪‬ﺖ‪ ،‬ﻛﯚﻣﭙﺎﻧﯿﺎﻛﺎن ﻟ‪ ‬ھ‪‬و‪‬ﯽ داھ‪‬ﻨﺎﻧﯽ زﯾﺎﺗﺮن و ﻟ‪‬و‬ ‫ر‪‬ﮕ‪‬ﯾ‪‬ﺷــــــــ‪‬وە دەﯾﺎﻧ‪‬و‪‬ﺖ ﻛﺎرەﻛﺎﻧﯽ ﺧﯚﯾﺎن ﭘ‪‬رە ﭘ‪‬ﺒﺪەن‪ ،‬ﻟ‪‬و ﭼﻮارﭼ‪‬ﻮەﯾ‪‬دا ﻛﯚﻣﭙﺎﻧﯿﺎی ) ‪ ( Lily‬فڕۆﻛ‪‬ﯾ‪‬ﻛﯽ‬ ‫ﺑﭽﻮﻛﯽ دروﺳـﺘﻜﺮدووە ﻛ‪ ‬دەﺗﻮاﻧ‪‬ﺖ ھ‪‬رﻛﺎت ﺑﺘ‪‬و‪‬ﺖ ﺑ‪ ‬دواﺗ‪‬وە ﺑ‪‬ﺖ و و‪‬ﻨ‪‬ت ﺑﮕﺮ‪‬ﺖ‪ .‬ﻓﺮۆﻛ‪‬ﻛ‪ ‬ﻟ‪‬ﺳـ‪‬ر ﺑﻨﭽﯿﻨ‪‬ی‬ ‫)‪( Throw & Shoot‬ﻛﺎردەﻛﺎت‪ ،‬واﺗ‪ ‬ھ‪‬ﯿﺪە و و‪‬ﻨ‪ ‬دەﮔـــﺮ‪‬ﺖ‪ ،‬ﺑـــﺮﯾﺘﯿﯿ‪ ‬ﻟ‪ ‬ﻛﺎﻣ‪‬ـــﺮەﯾ‪‬ﻛـــﯽ ﻓـــ‪‬ﯾﻮ و ﻟ‪ ‬ر‪‬ــــﯽ‬ ‫ﺋﺎﻣ‪‬ــﺮ‪‬ﻜــﯽ ﺑﭽﻮﻛ‪‬وە ﻛﯚﻧﺘــﺮۆڵ دەﻛــﺮ‪‬ﺖ ﻛ‪ ‬ﻟ‪ ‬ﻧﺎو ﻟ‪‬ﭘــﯽ‬ ‫دەﺳـــــــﺘ‪‬ﻜﺪا ﺟ‪‬ﯽ دەﺑ‪‬ﺘ‪‬وە‪ ،‬ﺋ‪‬ﮔ‪‬ر ﻛﯚﻧﺘﺮۆ‪‬ﻛ‪‬ت ﻟ‪‬‬ ‫ﮔﯿــــــﺮﻓﺎﻧﺪا ﺑ‪‬ﺖ ﺑﯚ ھ‪‬ر ﻛﻮێ ﺑــــــ‪‬وﯾﺖ ﺑ‪ ‬دواﺗ‪‬وەﯾ‪.‬‬ ‫ﻛﺎﻣ‪‬ﺮای ﺳ‪‬رەﻛﯽ ﺋ‪‬م ﻓﺮۆﻛ‪‬ﯾ‪ (١٢) ‬ﻣ‪‬ﮕﺎ ﭘ‪‬ﻜﺴـ‪‬‬ ‫و ﭬﯿﺪﯾﯚ ﺑ‪ ‬ﻛﻮاﻟ‪‬ﺘـــﯽ )‪(Full HD‬ﺗﯚﻣﺎر دەﻛﺎت‪،‬‬ ‫ﺧ‪‬ﺮاﯾﯽ رۆﺷـــﺘﻨﯽ )‪ ٥٠‬ﻛﯿﻠﯚﻣ‪‬ﺗﺮ‪/‬ﺳــــ‪‬ﻋﺎت(ـ‪ ‬و‬ ‫دەﺗﻮاﻧ‪‬ﺖ ﻟ‪ ‬ﻛﺎﺗﯽ ﮔ‪‬ﺷــﺖ ﯾﺎن وەرزﺷــ‪‬ﻛﺎﻧﯽ وەك‬ ‫راﻛﺮدن ﯾﺎن ﺗﯚﭘﯽ ﭘ‪ ،‬ﯾﺎن ﭘﺎﺳــــﻜﯿﻞ ﺳـــــﻮاری و ھ‪‬ﻣﻮو‬ ‫ﺟﯚرە ﭼﺎﻻﻛﯿﯿ‪‬ﻛﯽ ﺗﺮ و‪‬ﻨ‪‬ت ﺑﮕﺮ‪‬ﺖ‪ .‬ﺑﺎﺗﺮی ﺋ‪‬م ﻓﺮۆﻛ‪‬ﯾ‪ ‬ﺑ‪‬ﺷـﯽ )‪ (٢٠‬ﺧﻮﻟ‪‬ك ﻓ‪‬ﯾﻦ دەﻛﺎت و ﻧﺮﺧ‪‬ﻛ‪‬ﺷـﯽ وادەﻛﺎت‬ ‫ﻛ‪‬ﯾﺎری ﺑﺎﺷﯽ ھ‪‬ﺑ‪‬ﺖ‪ .‬ﻟ‪ ‬ﺋ‪‬ﺴـــﺘﺎﺷﺪا ﻛﯚﻣﭙﺎﻧﯿﺎی )‪ ( Lily‬ﻟ‪‬ﺳ‪‬ر ﭘ‪‬ﮕ‪‬ی ﺗﺎﯾﺒ‪‬ﺗﯽ ﺧﯚی داواﻛﺎرﯾﯽ ﻛ‪‬ﯾﻦ وەردەﮔﺮ‪‬ﺖ و‬ ‫ﻧﺮﺧﯽ ﻓﺮۆﻛ‪‬ﻛ‪‬ش )‪ (٤٩٩‬دۆﻻری ﺋ‪‬ﻣﺮﯾﻜﯿﯿ‪.‬‬ ‫‪LILY CAMERA DRONE‬‬

‫‪I PHONE 8‬‬

‫ﮐﯚﻣﭙﺎﻧﯿﺎی ﺋ‪‬ﭘ‪ ‬ﭼ‪‬ﻧﺪ ﺗﺎﯾﺒ‪‬ﺗﻤ‪‬ﻧﺪﯾﯿ‪‬ﮐــــــــﯽ ﺋﺎﯾﻔﯚﻧـــــــــﯽ داھﺎﺗﻮوی‬ ‫ﺑ‪‬وﮐﺮدۆﺗ‪‬وە و ﭘ‪‬ﺪەﭼ‪‬ﺖ ﺋ‪‬و ﺗﺎﯾﺒ‪‬ﺗﻤ‪‬ﻧﺪﯾﯿﺎﻧ‪ ‬ﻟ‪ ‬ﺋﺎﯾﻔﯚن ‪٨‬دا ﺟ‪‬ﮕﯿﺮ‬ ‫ﺑﮑــــــﺮ‪‬ﻦ‪ .‬ﺑ‪‬ﭘ‪‬ــــــﯽ ھ‪‬وا‪‬ــــــﯽ ﻣﺎ‪‬ﭙ‪‬ڕە ﺗ‪‬ﮐﻨ‪‬ﻟﯚژﯾﯿ‪‬ﮐﺎن ﺋ‪‬ﭘ‪ ‬دەﯾ‪‬و‪‬ﺖ‬ ‫ﺷــــــــــﺎﺷــــــــــ‪‬ی ﻻﮐﺎن ﺑﯚ ﺋﺎﯾﻔﯚن ‪ ٨‬داﺑﻨ‪‬ﺖ و ﭼ‪‬ﻧﺪ ﮐﺎر‪‬ﮑﯽ ﻟ‪‬ڕ‪‬ﮕ‪‬ی ﺋ‪‬و‬ ‫ﺷــﺎﺷـــ‪‬ﯾ‪‬وە ﺑﮑﺮ‪‬ﺖ و ﺷـــﺎﺷـــ‪ ‬ﺳـــ‪‬رەﮐﯿﯿ‪‬ﮐ‪‬ی ﻗ‪‬ﺑﺎرەی ‪ ٥‬ﺋﯿﻨﭽﯽ دەﺑ‪‬ﺖ‪،‬‬ ‫ھ‪‬روەھﺎ راﻣ‪‬ﮐ‪‬ی ‪ ٦‬ﮔ‪‬ﮕﺎﺑﺎﯾﺖ دەﺑ‪‬ﺖ و ﭘﺮۆﺳ‪‬ﺴــــ‪‬ر‪‬ﮑﯽ ﺋ‪‬ی ‪١٠‬ی دەﺑ‪‬ﺖ ﮐ‪‬‬ ‫ﺧ‪‬ﺮاﯾﯿ‪‬ﮐ‪‬ی دەﮔﺎﺗ‪ ٢٥ ‬ﮔ‪‬ﮕﺎھ‪‬ﺮﺗﺰ و ﺑ‪‬وﺷـــــــــــــــــ‪‬ﻮەﯾ‪ ‬زۆر ﺑ‪‬ﺧ‪‬ﺮاﯾﯽ ﮐﺎرەﮐﺎن‬ ‫ﺋ‪‬ﻧﺠﺎم دەدات‪ .‬ھﺎوﮐﺎت ﮐﺎﻣ‪‬ﺮای ﭘﺸــﺘ‪‬وەی ﺋﺎﯾﻔﯚن ‪ ٨‬ﺑ‪‬ڕووﻧﯽ ‪ ٢٠‬ﻣ‪‬ﮕﺎﭘ‪‬ﮑﺴـــ‪‬‬ ‫و‪‬ﻨ‪ ‬دەﮔﺮ‪‬ﺖ و ﺋ‪‬وەی ﭘ‪‬ﺸـ‪‬وەﺷﯽ ‪ ١٢‬ﻣ‪‬ﮕﺎﭘ‪‬ﮑﺴــ‪ ‬دەﺑ‪‬ﺖ‪ ،‬ھ‪‬روەھﺎ ﭘﺎﺗﺮﯾﯿ‪‬ﮐ‪‬ی‬ ‫ﻟ‪ ‬ﮐﺎﺗﮋﻣ‪‬ﺮ‪‬ﮑﺪا ‪ ٣‬ﺋ‪‬ﻣﭙ‪ ‬دەﺑ‪‬ﺧﺸـــــــــــــ‪‬ﺖ‪ ،‬ﺋ‪‬و ﺑ‪‬رھ‪‬ﻣ‪ ‬ﻟ‪ ‬ﺳﺎ‪‬ﯽ ‪٢٠١٧‬دا دەﺧﺮ‪‬ﺘ‪‬‬ ‫ﺑﺎزاڕەوە و ﭘ‪‬ﺪەﭼ‪‬ﺖ ﺋ‪‬ﭘ‪ ‬ﮔﯚڕاﻧﮑﺎری ﻟ‪ ‬ﻧﻤﺎﯾﺸﯽ ﺑ‪‬رھ‪‬ﻣ‪‬ﮐﺎﻧﯿﺪا ﺑﮑﺎت‪.‬‬

‫‪JAN/FEB 2016 ECONOMY MAGAZINE l 55‬‬

‫ﺋ‪‬ﺣﻮا‪‬ﯽ ﺋ‪‬م زەﻣﺎﻧ‪ ‬ﻟ‪‬ﮐﺎﯾ‪‬ی ﻣﻨﺎڵ ﺋ‪‬ﭼ‪‬‬ ‫دﻧﯿﺎﯾ‪‬ﮐﯽ چ ﭘﻮﭼ‪ ‬ﻟ‪ ‬زەرﻓﯽ ﺑ‪‬ﺗﺎڵ ﺋ‪‬ﭼ‪‬‬ ‫ﺑ‪‬ﻘﯽ ﺳ‪‬رﺋﺎوە ﮐﺎﮐ‪ ‬ﺟﯿﮫﺎن ﺗ‪ ‬ﺑﻔﮑﺮە ﺗﯚ‬ ‫ﺑﯚﮐ‪‬س ﻧ‪‬ﺑﻮە ﺑ‪‬ﻣﺎڵ ﻧ‪‬ﺑﯚﮐ‪‬س ﻟ‪‬ﻣﺎڵ ﺋ‪‬ﭼ‪‬‬

‫‪PHOTO BY: AREE SWAR‬‬

H O T E L

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‫وﻟ‬

iraq-erbil- route 100 meter Opposite Rizgary Hospital TEL: +964 750 602 3000